Date of Conferral
Doctor of Business Administration (D.B.A.)
The purpose of this qualitative, single case study was to explore strategies that leaders used to engage employees. The conceptual framework for this study was Saks's multidimensional approach to employee engagement. Semistructured interviews were conducted with 5 leaders from an office design company in the midwestern region of the United States who had a minimum of 2 years of experience of engaging employees. Company archival documents related to employee engagement were also collected. Data analysis consisted of compiling the data, coding for emergent and a priori codes, disassembling the data into common codes, reassembling the data into themes, interpreting the meaning, and reporting the themes. Seven themes emerged from data analysis: (a) communication, (b) employee involvement, (c) employee development, (d) top-down approach with manager buy in, (e) flexibility with time, (f) tailored strategies for different demographics, and (g) engagement with the workspace/environment. The implications of this study for positive change are that organizational leaders can incorporate these strategies to engage employees to achieve a competitive edge over competition. Engaged employees could benefit local communities and could have the flexibility to participate in community activities and foster positive social change.