Date of Conferral

12-9-2025

Date of Award

December 2025

Degree

Doctor of Public Administration (D.P.A)

School

Management

Advisor

James Glenn

Abstract

Some leaders in healthcare organizations lack effective leadership strategies and practices to influence and shape organizational culture, leading to inconsistent cultural values and behaviors that undermine organizational effectiveness and employee engagement. Grounded in transformational leadership theory, the purpose of this qualitative pragmatic inquiry was to explore strategies healthcare leaders use to shape organizational culture and strengthen employee engagement. Using purposive sampling, seven healthcare leaders with three or more years of experience were recruited from a medical institution. Data were collected through semistructured interviews using a protocol refined with the IPR method. Using reflective thematic analysis, five themes emerged: (a) employee-engagement practices, (b) empowerment and participative decision-making, (c) change management and communication strategies, (d) case studies and qualitative research, and (e) linking culture and engagement to outcomes. Conclusions revealed that leaders who model values, foster psychological safety, share decision rights, and close feedback loops achieve higher engagement and more reliable care. A key recommendation is for healthcare leaders to map dose-response effects of training and empowerment initiatives on engagement, care quality, and cultural maturity. Implications for positive social change include transparent and learning-focused leadership practices that create safer, fairer, and more reliable care for patients, staff, and communities. By strengthening trust, reducing harm, and enhancing engagement, these routines foster equitable access, healthier workplaces, and improved the quality of care.

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