Date of Conferral
11-6-2025
Date of Award
November 2025
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Theresa Neal
Abstract
Employee resistance to organizational change reflects significant challenges for healthcare organizations. Healthcare leaders are concerned with employee resistance as it negatively influences patient care outcomes. Grounded in Lewin’s three-stage change model, the purpose of this qualitative pragmatic inquiry project was to identify and explore successful strategies healthcare leaders used to manage employee resistance during organizational change. Six healthcare leaders participated, each of whom had successfully implemented change initiatives while minimizing resistance. Data were collected through semistructured interviews and publicly available documents. Through thematic analysis, three themes emerged: (a) transparent communication and employee involvement, (b) supportive leadership behavior and emotional intelligence, and (c) structured training and incentive programs. A key recommendation is for healthcare leaders to prioritize open communication while implementing targeted training and rewards to support a smoother transition. The implications for positive social change include the potential for healthcare employees to experience improved well-being, for local communities to strengthen relationships through collaborative healthcare initiatives, and for patients to benefit from enhanced quality of care outcomes.
Recommended Citation
Curvey, Jelela Nicole, "Challenges and Successes in Retaining Direct Support Professionals for People with Intellectual and Developmental Disabilities in Group Home Settings" (2025). Walden Dissertations and Doctoral Studies. 19038.
https://scholarworks.waldenu.edu/dissertations/19038
