Date of Conferral

8-2-2025

Degree

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

School

Business Administration

Advisor

Ashley Riebel

Abstract

Some real estate agency owners in Panama lack adaptive leadership strategies to retain employees during market disruptions. The real estate industry and agency owners are especially vulnerable to financial fluctuations and market volatility, which can lead to increased employee turnover and decreased organizational performance. This qualitative pragmatic inquiry explored the adaptive leadership strategies used by Panamanian real estate agency owners to retain employees during disruptive periods. Guided by Heifetz and Linsky’s adaptive leadership theory, the project addressed the central research problem through semistructured interviews with six real estate owners and managers with at least 4 years of leadership experience. Participants were selected based on their ability to make employee retention decisions during disruptions. Data were analyzed using Braun and Clarke’s six-step thematic analysis method. Five key themes emerged: decision making under adaptive leadership, employee-centered culture, transparency and communication, flexibility and development, and use of engagement metrics. The findings revealed that real estate agency owners who practiced adaptive leadership prioritizing employee needs, fostering open communication, and maintaining organizational flexibility were more successful in retaining staff during periods of disruption. Future researchers should expand the scope beyond family-owned businesses and explore adaptive leadership practices in diverse real estate contexts, both within and beyond Panama. The implications for positive social change include the potential for real estate leaders to implement resilient leadership strategies that support employee retention, promote stability, and sustain business operations during times of uncertainty.

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