Date of Conferral

12-22-2025

Date of Award

December 2025

Degree

Doctor of Public Administration (D.P.A)

School

Management

Advisor

Rocky Dwyer

Abstract

Organizational leaders often struggle when ambitious innovation outpaces the systems, structures, and leadership practices needed to support consistent operational performance. When leaders fail to implement effective resolution strategies to align the organizational vision and mission with operational effectiveness, it impacts long-term operational effectiveness, productivity, and long-term sustainability. This qualitative single case study was an exploration of the strategies used by some business leaders in a mid-sized, for-profit telecommunications firm in the Midwest United States. The study applied the Baldrige Excellence Framework as the conceptual lens. Data were collected through semistructured interviews with executive leaders and through an analysis of internal archival records and organizational documents. Thematic analysis identified recurring patterns and alignment practices. The study identified three key themes: the need for structured communication systems that reinforce mission-driven expectations, the importance of cross-functional collaboration to translate strategic intent into daily action, and the value of performance measurement processes that provide leaders with real-time insight into operational execution. A key recommendation is for leaders to implement a formalized alignment system that links strategic goals, departmental actions, and workforce accountability through standardized communication, documented processes, and measurable outcomes. Applying these findings may contribute to social change by supporting stronger, more sustainable organizations that improve workforce stability, enhance service quality, and positively impact the communities and industries they serve.

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