Date of Conferral



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




Carol-Anne Faint


As financial systems, global trade, and the regulatory environment integrate, business leaders are often ill equipped to develop and implement strategies to lead changes in organizations. Business leaders who lead change initiatives without proven sustainability strategies are highly susceptible to business closure. Grounded in Lewin's theory of change, the purpose of this qualitative multiple case study was to explore successful strategies some business leaders used to develop and manage change initiatives to remain operable beyond 5 years. The participants included 4 industry business leaders with a minimum of 5 years of successful change leadership experience. The data collection included semistructured face to face interviews, artifacts from websites, and company archival documents. Thematic analysis resulted in 4 primary themes: improving communication, providing coaching, enhancing employee engagement, and strengthening organizational culture. The implications for positive social change include the potential for increased employment rates within communities and investment opportunities in community projects. Business leaders who remain in business beyond 5 years could implement successful corporate social responsibility initiatives that may influence individual and community wellness, social engagement, and prosperity. Future business leaders may use the findings identified in this study to implement the strategies viewed successful in remain operable beyond 5 years.