Date of Conferral

2021

Degree

Ph.D.

School

Management

Advisor

Lisa Barrow

Abstract

A significant concern for organizational leaders is the impact of leader-member exchange related to employee behaviors and employee retention. The problem was that some municipal government leaders might not embrace core leadership practices that develop leader-employee relationships and increase employee retention. The purpose of this single case study was to explore practices that municipal government leaders had implemented to develop leader-employee relationships and increase employee retention. This single case study sought to identify and clarify core leadership practices of successful leaders in municipal government. The research question asked what core leadership practices municipal government leaders rely on to develop leader-employee relationships and to increase employee retention. Graen and Uhl-Bien’s leader-member exchange theory was the basis for understanding successful leadership practices in a southwest Georgia municipal government agency that developed leader-employee relationships and increased employee retention. Twelve leaders from the government agency participated in semistructured interviews. The emerging themes from the interviews included strategic human resource management, collaborative leadership, internal leadership branding, internal communication system, and performance management. The findings might contribute to positive social change by preparing organizational leadership for adapting to economic, social, and technological challenges leading to business sustainability.

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