Date of Conferral

4-20-2026

Degree

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

School

Management

Advisor

Melvia Scott

Abstract

High employee turnover in small U.S. technology firms undermines productivity and disrupts workforce stability. Small U.S. technology business leaders are concerned with employee turnover because persistent workforce attrition weakens operational continuity, increases organizational strain, and limits the ability to sustain a stable and effective workforce. Grounded in psychological capital (PsyCap) theory, this qualitative pragmatic inquiry was to explore leadership strategies used by small U.S. technology business leaders in North Carolina to mitigate negative employee experiences that contribute to turnover and reduced productivity. Data were collected using semistructured interviews and publicly available organizational documents. Using thematic analysis, three themes emerged: (a) people-centered leadership grounded in empathy and communication, (b) work–life integration and flexibility as retention strategies, and (c) resilience and optimism to support motivation and trust. A key recommendation is for business leaders to implement structured leadership development initiatives that intentionally integrate psychological capital practices, such as coaching for resilience, recognition systems, and supportive communication routines, to improve employee engagement and reduce turnover. The implications for positive social change include the potential for business leaders to improve employee retention, enhance employee well-being, and support workforce stability within their organizations and communities.

Download

Share

 
COinS