Date of Conferral



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




Rocky Dwyer


Retaining qualified talent is essential to organizational leaders' ability to maintain a

competitive advantage. The purpose of this multiple case study was to explore the

retention strategies that financial managers used to prepare and maintain talent to assume

future leadership roles. The conceptual framework that grounded this study was the

transformational leadership theory. The research participants were financial managers

from 5 financial services businesses located in the southern region of the United States

with a minimum of 5 years of management experience and at least 3 direct reports. Data

were collected from semistructured interviews, observations, and review of annual

reports, websites, and talent-development strategies. To ensure data saturation,

methodological triangulation was used. Data analysis using the modified van Kaam

method enabled the identification of 4 themes: preparing, partnering, mentoring, and

investing. The implications of this study for positive social change include the potential

for leaders of financial businesses to increase awareness of the value of talent retention

efforts across organizations, thereby improving profit margins.

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