Date of Conferral

7-14-2025

Degree

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

School

Business Administration

Advisor

Carol-Anne Faint

Abstract

Executive leaders of rental housing in the affordable housing sector have a high turnover rate of property managers, resulting in wasted time, compliance concerns, loss of institutional knowledge, deterioration of operational costs, and lost revenue, negatively impacting employee commitment. Grounded in the job embeddedness theory, the purpose of this qualitative pragmatic inquiry was to explore effective strategies that some executive leaders in affordable housing can use to decrease property manager turnover and increase professional tenure. The participants comprised eight executive leaders who oversaw property managers in affordable housing in the United States. Data were collected from semistructured interviews, and thematic analysis was used to analyze the data. Five themes emerged: (a) align leadership; (b) analyze corporate support and tenant issues; (c) improve maintenance strategies; (d) monitor compliance standards and improve related staffing and training; and (e) strengthen compensation and supportive funding. A key recommendation is that affordable housing organizations’ executive leaders involve employees in decision-making processes, which can strengthen commitment to growth and promote ongoing feedback and communication, thereby driving positive social change. This strategy underscores the importance of practical actions that yield measurable impact within the organization and the broader community. The implications for positive social change include the potential for executive leaders of property managers to retain valued employees, support the local community workforce, and enhance workplace stability and operational effectiveness.

Download

Share

 
COinS