Date of Conferral

2-4-2026

Degree

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

School

Management

Advisor

Brenda Jack

Abstract

Employee disengagement is an organizational disruption that erodes trust, weakens culture, and undermines the performance systems leaders depend on to drive results. Functional leaders are concerned with employee disengagement because it can lead to poor organizational performance and affect organizational success. Grounded in leader–member exchange (LMX) theory, the purpose of this qualitative pragmatic inquiry was to explore effective strategies functional leaders use to foster employee engagement in a working environment to enhance organizational success. The project participants were six functional leaders working in an e-commerce order fulfillment center in the southeastern United States. Data were collected through semistructured interviews and the review of publicly available organizational documents. The data were analyzed using Braun and Clarke’s reflexive thematic analysis process to identify patterns, develop themes, and interpret meanings connected to LMX. Key themes included leader visibility and interaction, trust and communication, and empowerment and motivation. A primary recommendation for business leaders is to strengthen relational leadership practices by increasing visibility, modeling transparent communication, removing performance barriers, recognizing contributions, and empowering employees through shared decision-making. The implications for positive social change include the potential to improve employee well-being; strengthen workplace trust; and enhance economic stability for employees, families, and surrounding communities.

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