Date of Conferral
Doctor of Business Administration (D.B.A.)
JEAN R. PERLMAN
AbstractLow retention creates a loss of talent, and an unstable workforce harms employee performance and productivity, significantly decreasing internal proficiency. Grounded in the transformational leadership theory, the purpose of this single case study was to explore strategies government leaders use to enhance employee retention. The participants consisted of four supervisory government employees in a single agency in Washington D.C. Data were collected through semistructured interviews and follow-up member checking, direct observations, and a review of organizational documents. Data were analyzed using thematic analysis; four themes emerged: idiosyncratic employee engagement, specific relational transmissions, promotion of diversity, and stimulating psychological incentives. A recommendation for supervisory government leaders is to create a sense of collectiveness to motivate and influence subordinate behaviors. Implications for positive social change include the potential for supervisory government leaders to enhance low retention rates, decrease organizational costs associated with recruitment and hiring, enhance job sustainment, and improve surrounding communities' social conditions.
Andrus, Desiree Nicole, "Leadership Strategies And Retention In Government Agencies" (2021). Walden Dissertations and Doctoral Studies. 10200.