Date of Conferral



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


Business Administration


Matthew Knight


Many sales leaders need strategies to improve the productivity and confidence of their sales personnel. Ineffective sales training programs cost organizations billions of dollars in annual revenue and profits. Grounded in adaptive leadership theory, the purpose of this qualitative mini-ethnographic multiple-case study was to explore successful strategies used by sales leaders that combine and balance virtual and online resources with traditional face-to-face training methods to increase the productivity and confidence of sales personnel. Data were collected by interviewing eight salespeople and two sales managers spanning two Texas insurance companies and reviewing company documents. Data were analyzed using Yin’s five-step process and thematic analysis. Three themes emerged: traditional training for learning interpersonal and sales skills, virtual training for learning technical or product information, and hybrid training to maximize the benefits of virtual and traditional training methods. A key recommendation is for sales leaders to choose training methods by the type of information in the course and to allow for flexibility depending on the preferences and needs of the participating salespeople. The implications for positive social change include the potential to enhance employment opportunities in the local communities, which could provide additional financial stability for families and increase tax revenues to support infrastructure improvements and social assistance programs.