Date of Conferral

2-24-2026

Degree

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

School

Management

Advisor

Sandra Mohabir-McKinley

Abstract

Leaders of biotechnology organizations struggle to retain and promote experienced scientific professionals, thereby weakening innovation and long-term competitiveness. Biotechnology leaders are concerned about the successful development and retention of mid- and senior-level professionals as they move from technical to leadership roles to improve innovation and long-term competitiveness. Grounded in Kram’s mentoring theory and Ragins’s diversity and inclusion framework, the purpose of this qualitative pragmatic inquiry was to identify and explore mentoring strategies effectively implemented for biotech organization leaders, tailored to mid- and senior-level scientific professionals, to promote career progression and contribute to organizational performance. The participants were six biotechnology leaders from mid-Atlantic organizations in Rockville, Maryland, who had successfully implemented mentoring programs to enhance leadership, retention, and collaboration. Through thematic analysis, six themes emerged: (a) mentoring models (formal and informal), (b) mentee ownership, (c) strategic matching, (d) soft skills and leadership prep, (e) organizational performance impact, and (f) program sustainability and leadership buy-in. A key recommendation is for biotech leaders to implement structured, adaptable mentoring programs backed by executive support and technology to maintain leadership continuity and facilitate knowledge transfer. The implications for positive social change include the potential for biotechnology organization leaders and human resource professionals to expand STEM-focused industry mentoring to reduce social inequities and increase workforce participation, supporting sustainable innovation and organizational stability.

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