Date of Conferral

8-24-2026

Date of Award

August 2026

Degree

Doctor of Psychology (Psy.D.)

School

Psychology

Advisor

Derek Rohde

Abstract

Employee retention and workforce productivity have consistently challenged residential group homes serving adults with intellectual and developmental disabilities, reducing continuity of care, increasing costs, and limiting organizational effectiveness. This qualitative case study explored how leadership practices influenced employee retention, workforce productivity, and alignment with the Baldrige Excellence Framework. The study was guided by three research questions addressing leadership practices, employee engagement and retention, workforce productivity, and organizational alignment. Data were collected through semi-structured interviews with 12 DSPs and leaders and analysis of organizational documents, workforce records, policies, and procedures. Thematic analysis using NVivo software was conducted, with trustworthiness established through triangulation, member checking, and an audit trail. Findings showed that supportive leadership, communication, recognition, and leadership development improved workforce engagement, retention, and productivity, whereas inconsistent communication, reactive supervision, limited professional development, and inadequate recognition contributed to turnover and reduced productivity. Leadership practices partially aligned with the Baldrige Excellence Framework, particularly in workforce engagement, performance measurement, and leadership development. Recommendations included leadership development, structured employee recognition, improved communication, wellness initiatives, and workforce performance measurement. These findings may contribute to positive social change by helping behavioral health leaders strengthen workforce stability, organizational performance, and person-centered residential services.

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