Date of Conferral

8-8-2025

Degree

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

School

Business Administration

Advisor

Jodine Burchell

Abstract

A lack of mitigation strategies for middle manager toxic leadership can negatively affect organizational retention outcomes. Business leaders are concerned with a lack of effective strategies to counteract these behaviors and improve retention. Grounded in the toxic leadership theory, this study aimed to explore executive leaders’ strategies for mitigating toxic leadership and enhancing retention, guided by the toxic leadership framework. A qualitative, pragmatic inquiry design employed purposive sampling of nine C-suite executives from U.S. technology small and medium-sized enterprises (SMEs). Data were collected via semistructured interviews and organizational documents. Thematic analysis, employing iterative coding and constant comparison, yielded six themes: psychological safety and communication, team morale and engagement, training and development, leadership accountability and oversight, team culture and socialization, and structural and systemic enablers. Findings demonstrated that a coordinated, multilayered approach combining transparent feedback, targeted leadership development, inclusive culture-building rituals, and formal accountability systems was effective in reducing toxicity and improving retention. Recommendations include regular psychological safety check-ins, embedding servant leadership practices, institutionalizing 360-degree feedback, and redesigning structures to support upward voice. Implications for positive social change include the potential for executive leaders and policymakers to adopt these strategies to cultivate healthier workplace cultures, enhance well-being, and strengthen organizational resilience and retention.

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