Date of Conferral
Doctor of Business Administration (D.B.A.)
Employee turnover at the middle management level can cost an organization up to 250% of an employee’s annual compensation in replacement cost. Identifying the strategies that business leaders use to mitigate turnover at the middle management level is fundamental to business sustainability. Grounded in Blanchard and Hersey’s situational leadership theory, the purpose of this qualitative multiple case study was to explore leadership strategies used by automotive leaders to mitigate middle management turnover. The participants comprised of 6 senior leaders within the automotive industry located in the north-eastern region of Trinidad, who successfully mitigated turnover in their organizations at the middle management level. Data were collected from semistructured interviews and company documents. Yin’s approach was used to analyze the data. Four themes emerged: (a) coaching, (b) performance-related pay, (c) career growth and development, and (d) person-job alignment. The results of this study may provide leaders with the tools and knowledge needed to mitigate turnover at the middle management level. Implications for positive social change include the potential for job stability and job creation as a result of business sustainability. Increased sustainability may result in job security for the firm’s employees, therein positively influencing the livelihood of these employees and generating favorable economic and social impacts on the families within these communities.
King-Daniel, Nicole Isabella, "Successful Strategies for Reducing Middle Management Turnover in the Automotive Industry" (2020). Walden Dissertations and Doctoral Studies. 8739.