In this article, we present some core ideas underpinning research that takes a Designs for Learning (DFL) approach guided by theoretical considerations and choices, as well as by practitioners’ challenges and inquiries. These choices shape, and are shaped by, DFL’s research goals and motives, theoretical orientation, research objectives, questions, and practitioners’ participation and ethical considerations. Further, we present and discuss how DFL as a research approach compares to other design-oriented research strategies. Even if a DFL research approach shares several similarities with other approaches of inquiry, we argue that it remains primarily oriented towards knowledge areas that relate to understanding and developing learning and teaching – both in formal education and in informal settings such as museums.

Ensuring the trustworthiness of qualitative research remains a critical challenge in educational research. However, early career researchers often lack structured guidance on enhancing the credibility of qualitative data analysis. A key issue is the limited discussion on inductive approaches that support systematic theme generation and theory development. To address this gap, this study examines how two early-career researchers employed a three-level inductive methodology during their PhD studies to strengthen the trustworthiness of their findings. Using an autoethnographic approach, the study finds that this methodology deepened their understanding of participants’ experiences, facilitated the emergence of valid themes, and reinforced credibility, transferability, dependability, and confirmability. These findings offer concrete strategies for researchers undertaking similar approaches to ensure trustworthiness in their qualitative inquiry. This study also highlights the importance of equipping PhD researchers in education with strategies to navigate qualitative research rigorously, ultimately enhancing the quality of their studies.

This qualitative study examines how leadership and organizational dynamics cultivate lecturers’ readiness for change in higher education. Drawing on transformational leadership theory, it explores the interconnected influence of leadership style, organizational culture, and perceived organizational support on 20 English-language lecturers in an Israeli college that has recently faced multiple overlapping changes: the national transition to CEFR-aligned instruction, the shift to online teaching during the COVID-19 pandemic, and the institutional and emotional disruptions caused by wartime conditions. Interview transcripts were analyzed using a thematic content-analysis approach. Findings reveal that lecturers’ openness to reform was strengthened by leadership characterized by competence, emotional intelligence, and accessibility; by a communicative and developmental organizational culture; and by perceived institutional care and support. Together, these dimensions fostered a sense of secure attachment to the organization-an underexplored relational mechanism linking leadership and readiness for change. The study contributes to leadership theory by proposing that Attachment Theory offers a valuable interpretive lens for understanding how relational trust and emotional security may support adaptive capacity in educational institutions. Implications are discussed for leaders seeking to sustain reform during crisis and instability through relational, emotionally attuned leadership practices.