Date of Conferral

10-9-2026

Date of Award

October 2026

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Jennifer Mudek

Abstract

As remote and hybrid work become continuing features of the modern workplace, employee disengagement has emerged as a critical organizational challenge for department managers within information technology (IT) focused organizations, potentially eroding productivity and increasing turnover risk. The purpose of this qualitative pragmatic inquiry was to explore effective strategies used by department managers within IT-focused organizations to improve employee engagement in remote and hybrid work environments. The project population consisted of 10 department managers from medium-sized and large IT-focused organizations in the United States. Self-determination theory, which emphasizes autonomy, competence, and relatedness, grounded the research project. Data were collected through semistructured interviews and publicly available organizational documents and artifacts and were analyzed using Braun and Clarke’s six-phase reflexive thematic analysis process. Three prominent themes were intentional leadership and purposeful communication; authentic relationships, trust, and organizational belonging; and employee growth, recognition, empowerment, and meaningful work. A specific recommendation was for business leaders to invest in leadership development programs that strengthen department managers’ competencies in communication, coaching, relationship building, employee recognition, and leading remote and hybrid teams. The implications for positive social change include the potential to help leaders create healthier workplace cultures that strengthen employee well-being, trust, belonging, and professional growth, benefiting remote and hybrid employees, their families, organizations, and communities.

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