Date of Conferral
5-30-2024
Date of Award
May 2024
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Beverly Muhammad
Abstract
Small business leaders are concerned with leadership that will improve their organizational performance because 20% of new small businesses fail within the first 2 years of operation. Grounded in the transformational leadership theory, the purpose of this qualitative pragmatic inquiry was to explore leadership strategies small business leaders use to improve organizational performance. The project participants were six small business leaders in the Central Illinois area of the United States who successfully used leadership strategies to improve organizational performance. Data were collected using semistructured interviews and reviewing financial and annual reports. Through thematic analysis, four themes were identified: (a) intellectual stimulation, (b) individualized consideration, (c) inspirational motivation, and (d) idealized influence. A key recommendation is for small business leaders to develop mitigation plans that address resistance to change, limited resources, and cultural barriers that may impede the adoption of transformational strategies. The implications for positive social change include the potential for small business leaders to improve organizational performance, leading to more efficient and effective operations. This improvement can result in higher quality services being offered to the communities they serve.
Recommended Citation
Wilson, Gregory Scott, "Small Business Leaders' Strategies to Improve Organizational Performance" (2024). Walden Dissertations and Doctoral Studies. 15882.
https://scholarworks.waldenu.edu/dissertations/15882
