Date of Conferral
2022
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Tom Schaefer
Abstract
AbstractPoor-quality leader-follower relationships reduce organizational performance. Organizational leaders are concerned about poor performance as it can negatively impact sustainability. Grounded in the leader-member exchange theory, the purpose of this qualitative single case study was to explore strategies leaders in oil-servicing organizations use to improve organizational performance. Data were collected from semi-structured, face-to-face interviews with 14 leaders from an oil-servicing organization and a review of company documents and the organizations’ websites. Through thematic analysis, five themes emerged: Leadership styles, motivation, mentoring and coaching, communication methods, and follower engagement. A key recommendation is for business leaders to influence followers to improve organizational performance by understanding the followers' strengths, weaknesses, and behavioral patterns. The implications for positive social change include the potential to increase the number of employees hired from the region, build a stronger community, and allow the individuals a greater means to give back to and support their local community to sustain the economy. A sustainable economy contributes to a positive social change by adding value, dignity, and development to individuals, communities, organizations, and cultures.
Recommended Citation
Odiaka, Onyinyechi Grace, "Strategies for Strengthening Leader–Follower Relationships for Improving Organizational Performance" (2022). Walden Dissertations and Doctoral Studies. 13660.
https://scholarworks.waldenu.edu/dissertations/13660
