Date of Conferral
12-9-2025
Date of Award
December 2025
Degree
Doctor of Public Administration (D.P.A)
School
Management
Advisor
Matasha Murrell Jones
Abstract
Gender-based distinctions between leaders create differences in leadership methods that reshape their choices and teamwork approaches. Human Resource Administrators are concerned with how the lack of organizational support for Emotional Intelligence (EI) in female leaders influences them to leave, potentially leading to increased organizational costs. Grounded in Emotional Intelligence theory, the purpose of this qualitative pragmatic study was to explore EI strategies used by healthcare administrators in the Southeastern United States to increase female leadership retention in their organizations. The participants were 6 HR administrators with at least 2 years of experience from healthcare organizations who successfully implemented EI strategies to reduce female leader turnover. Data were collected using semistructured interviews and reviewing public organizational reports. Through thematic analysis, three themes were identified: (a) emotional intelligence as a core competency, (b) training programs for emotional intelligence, and (c) identification of challenges and obstacles in implementing emotional intelligence strategies. A key recommendation is for HR administrators to integrate EI assessment tools into recruitment and leadership development processes. The implications for positive social change include the potential for HR administrators to foster more effective strategies, to retain valuable female leaders and supporting the quality for patients.
Recommended Citation
Johnson, Selenda, "Examining Emotional Intelligence Strategies of Human Resource Administrators for Women’s Leadership in Healthcare" (2025). Walden Dissertations and Doctoral Studies. 18873.
https://scholarworks.waldenu.edu/dissertations/18873
