Date of Conferral



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




Deborah A. Nattress


External factors such as the pandemic have forced organizational leaders to embrace flexible work structures. Differences in remote versus collocated workplaces escalate the importance for company leaders to uncover strategies to maintain employee engagement and performance. Grounded in the organizational support theory, the purpose of this qualitative multiple-case study was to explore strategies leaders of remote, diverse teams with high engagement and inclusion use to achieve high team performance. Data were collected using semistructured interviews from a purposeful sampling of five nationally distributed managers. A thematic analysis uncovered three themes: flexible leadership behavior, fair execution of human resource policy and resource allocation, and collaborative work structures. Key recommendations for organizational leaders include (a) investing in training, (b) improving methods of communication, (c) equitably administering policy and resource allocation, and (c) offering program concepts and support for implementing collaborative work structures. The implication for positive social change includes the potential to build solid intercompany and civic relationships, policy awareness, and translate the elements of organizational justice to extend the company’s impact externally to surrounding communities.