Date of Conferral
12-17-2024
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Michael Campo
Abstract
Engaging employees during crises is an important issue in the nonprofit sector, where resource limitations constrain leaders’ options. Leaders of small assistance nonprofits are often concerned that disengaged employees may negatively affect productivity and organizational performance. Guided by the transformational leadership theory, the purpose of this qualitative pragmatic inquiry project was to explore effective strategies used by leaders of small social assistance nonprofits in Northern California to enhance employee engagement during crisis situations. The participants consisted of eight chief officers and executive directors from small social assistance nonprofits in Northern California, all of whom had developed effective strategies to mitigate the negative impact of crises on employee engagement. Data were collected using semistructured interviews and publicly available company documents about employee engagement strategies. Thematic analysis revealed three key themes: (1) leadership during crises enhances employee engagement, (2) community and team-building initiatives promote employee well-being and engagement, and (3) organizational resilience and adaptability strengthen engagement. A key recommendation is for nonprofit leaders to use technology innovatively to foster a collaborative community and family-oriented environment. The implications for positive social change include the potential to maintain the continuity of nonprofit operations and support local communities by providing stable services that address critical needs.
Recommended Citation
Purnell, Andrea, "Exploring Effective Employee Engagement Strategies During Times of Crisis in Small Social Assistance Nonprofits" (2024). Walden Dissertations and Doctoral Studies. 17098.
https://scholarworks.waldenu.edu/dissertations/17098
