Date of Conferral
2020
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Teresa Jepma
Abstract
Approximately 45% of the U.S. labor force comprises women, but less than 5% work in executive positions due to ineffective succession strategies. Human resource (HR) managers who fail to implement succession strategies are at risk of losing competitive advantage and lower organizational performance due to a lack of equitable promotional and hiring processes for future female leaders. Grounded in the social role theory, the purpose of this qualitative multiple case study was to explore succession strategies HR managers in the home improvement industry use to advance qualified women for leadership positions to improve organizations’ performance. The participants comprised 6 HR managers from 6 home improvement companies in the southeast United States who successfully implemented strategies to advance women to leadership positions and improve organizational performance. Data were collected from face-to-face semistructured interviews, company documents, and archival documents. Thematic analysis was used to analyze the data. Three themes emerged: the importance of leadership training, educational attainment, and having role models and mentors. Key recommendations include establishing collaborations and partnerships and creating mid-management succession plans. The implications for social change include the potential for HR managers to promote awareness of women’s executive talents and reduce gender inequality. Enabling female employees to achieve their full potential and professional aspirations, and creating professional opportunities will also benefit employees, their families, and their communities.
Recommended Citation
Brown, Veronica Denise, "Strategies for Enhancing Organizational Performance by Advancing Women to Leadership Positions" (2020). Walden Dissertations and Doctoral Studies. 9064.
https://scholarworks.waldenu.edu/dissertations/9064
