Date of Conferral
Doctor of Business Administration (D.B.A.)
An employee's contributions toward the success of organizational results and objectives are essential to how virtual sales leaders implement strategies to improve productivity. In 2014, 21% of virtual leaders received formal training to manage remote employees, and 17% of remote employees received formal training on how to work productively. The purpose of this single qualitative case study was to explore strategies virtual sales leaders used to improve remote sales employees' productivity. The population included 6 virtual sales leaders in 1 staffing organization located in Michigan. The conceptual framework for this study included the job demands-resources model. Data were collected through semistructured interviews, direct observation, organizational document review, and reflective journaling using thematic analysis. Three themes emerged from the data analyzed in this research study: high level of communication, including virtual meetings for improved relationship development; adapting to change and work environment, including introduction of change before implementing; and measurement of employee performance, which could include monitoring activity reports and metric tracking tools. Findings included developing consistent team and individual meetings to communicate metrics and goals, implementing varied communication tools to encourage self-management, involving employees in decision making before changes were executed, and developing attainable employee goals to promote a productive work environment. Contributions to social change include the opportunity to develop an employable and specialized workforce who contribute to the local economy as well as expand community development and higher income for families.