Date

7-31-2023

Department

Graduate School of Business

Degree

Doctor of Business Administration (DBA)

Chair

John M. Borek, Jr.

Keywords

healthcare leadership, leadership support, frontline healthcare worker

Disciplines

Business

Abstract

The healthcare industry continues to lose its frontline healthcare employees monthly at unprecedented rates. In the healthcare sector, high staff turnover leads to poor patient care and loss of hospital revenues. The general problem addressed by this case study was how healthcare leadership’s lack of support for frontline hospital workers contributes to higher turnover rates, hurting the organizations’ productivity and patient care outcomes. The purpose of this qualitative case study was to add to the body of knowledge about healthcare leadership’s strategies to reduce frontline hospital workers’ high turnover rate affecting the healthcare industry in the DMV area. The study achieved this purpose by exploring how healthcare leaders engage and interact with frontline workers. The research also explored how well healthcare leaders are prepared and trained to address the challenge of high staff turnover. The researcher conducted a qualitative case study using semistructured interviews with 11 primary healthcare administrators in the DMV region to carry out the study. Based on the identified themes, the implications and strategies include investing in resources and leadership development to reduce employee turnover and fatigue. In addition, the results of this study indicate that additional resources and enhanced leadership strategies are required to reduce the turnover of frontline employees in the healthcare industry. To improve working conditions, healthcare organizations in the DMV region should also increase employee empowerment and cultivate organizational citizenship.

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