Date of Conferral



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




Ronald Black


Managing millennial employees may present challenges to managers as the workforce demographics shifts to a population of employees who have management needs that differ from previous generations. Managers who struggle with retaining millennial employees may experience business failure. Grounded in the transformational leadership theory, the purpose of this qualitative single case study was to explore the strategies managers in the financial management industry use to harness the creativity and commitment of millennial employees to increase organizational profitability. Two financial management industry managers who successfully retained talented millennials to improve profitability were interviewed; organizational documents were a secondary data source. A thematic analysis was used to analyze the data; four significant themes emerged: independence, feedback, transparency, and workplace values. The implications for social change include dispelling myths about millennials and generational differences, advocating for acceptance of individuals, and incorporation of millennial creativity into business practices that may contribute to innovation, communication, and trust within the organization while increasing profitability for the organization and stakeholders.

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Business Commons