Date of Conferral



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




Kathleen Barclay


Multinational corporate leaders acknowledge that a lack of business direction by senior leadership results in a 68% failure in the execution of organizational strategies. The purpose of this qualitative study was to explore what best practice solutions automotive manufacturing senior leaders created to help front-line managers execute organizational strategies. The population consisted of 20 automotive manufacturing senior leaders located in Michigan with significant years of automotive experience and at least a year of experience employed as an automotive manufacturing senior leader. Vroom's expectancy theory served as the conceptual framework for the study describing the enhancement of employee performance related to their skills, knowledge, abilities, and workplace expectations. Data were collected through semistructured interviews using open-ended questions. Methodological triangulation and a modified van Kaam data analysis approach were used with field notes and interview data to guide the coding process, theoretical saturation, and trustworthiness of interpretations. Five themes emerged that senior leaders identified important for creating best practice solutions: benchmarking, training, communication strategies, organizational change, and integrity. These findings may influence positive social change by offering management strategies, objectives, and actions that help to promote the development of employees and collaboration between individuals, government institutions, local businesses, and communities.