Date of Conferral

4-18-2024

Date of Award

April 2024

Degree

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

School

Business Administration

Advisor

Kathleen Andrews

Abstract

Some leaders lack strategies to successfully lead virtual teams to prevent employee attrition and decreased revenue. Organization leaders are concerned with retaining experienced employees to continue and grow profitability. Grounded in the transformational leadership theory, as well as the cognition-based trust and affect-based trust theory, the purpose of this qualitative pragmatic inquiry was to explore strategies leaders use to lead virtual teams successfully that improve trust and job performance, increase employee retention, and enhance organizational growth and profitability. The participants were seven virtual team leaders from the accounting and logistics industries who have experience with improving growth and increasing retention. Data was collected using semistructured interviews, archival documentation, and social media survey reviews. Through thematic analysis, five major themes emerged: (a) establishing relationships with trust for all employees, (b) investing in relationships between the leader and the teams, (c) setting clear expectations and goals for the team, (d) maintaining a positive environment and well-being of the team members, and (e) leadership behaviors. A key recommendation for organizations is to incorporate on-the-job training and professional development to assist with a leader’s ability to build trust with their employees. The implications for positive change include the potential to improve employee well-being and mental health through more successful remote employee experiences and job retention.

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