Date of Conferral

8-8-2025

Degree

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

School

Business Administration

Advisor

Cheryl Waters

Abstract

Many U.S. tech companies are grappling with the challenge of sustaining high employee performance. It's crucial for information technology (IT) executives and business leaders to adopt strategies that support high employee performance, as this is vital for fostering innovation, promoting staff well-being, and ensuring reliable service. Grounded in Bass and Avolio’s transformational leadership theory, this qualitative pragmatic inquiry sought to determine which leadership practices employed by experienced IT supervisors most effectively elevate employee performance. Purposive sampling was used to recruit seven IT organizational leaders with at least five years of supervisory experience and demonstrated success in performance-enhancing initiatives. Data from semistructured interviews and corroborating documents were examined using Braun and Clarke’s six-step thematic analysis, supported by member checking and triangulation. Three themes emerged: (a) empowerment-based, collaborative leadership; (b) growth-centered development, flexibility, and role alignment; and (c) reinforcement through recognition, inclusive culture, and belonging. Recommendations include outcome-oriented accountability, frequent two-way feedback, funded upskilling, workload-reducing automation, mentorship and job crafting, tiered recognition, and deliberate team building. Leaders should institutionalize these practices to cultivate resilient, high-performing teams, lower turnover, and accelerate innovation. The implications for positive social change include the potential for IT professionals to experience greater psychological safety, career development, and work–life balance, while organizations contribute to a more equitable and human-centered technology sector.

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