Date
5-20-2026
Department
Helms School of Government
Degree
Doctor of Philosophy in Public Administration (PhD)
Chair
John B. Murrell
Keywords
public sector, leadership, training, managerial, performance
Disciplines
Public Affairs, Public Policy and Public Administration
Recommended Citation
Barber, George Marcus, "Leadership Development Training in Governmental Organizations: A Qualitative Examination of Managerial Perceptions and Employee Engagement" (2026). Doctoral Dissertations and Projects. 8526.
https://digitalcommons.liberty.edu/doctoral/8526
Abstract
This phenomenological study is designed to examine how leadership development training influences management competency in the public sector. Most organizations are intentionally interested in the subject of leadership development, investing considerable time, resources, and effort. Although existing literature on leadership development training programs is extensive, the current research is distinguished by focusing directly on managers and more specifically aimed at exploring how such a program influences decision-making processes, employee engagement levels, and overall job satisfaction in public sector organizations. Based on the theory of public sector leadership (Van Wart, 2003), this study aims to uncover some core competencies that contribute to effective government team management. Specifically, it scrutinizes the strengths and weaknesses of leadership models developed by Bass and Avolio (1993) and Díaz-Sáenz (2011); this review evaluates their flexibility as well as their impact on performance, fostering innovation, and promoting effective collaboration. Drawing on qualitative open-ended questionnaires, semi-structured interviews, and direct observations with managers from governmental agencies, the study explored how participants experience leadership development programs in their professional lives. The specific themes, such as managerial effectiveness, decision-making, and employee engagement, will allow the researcher to explore these areas more precisely by coding in NVivo. Qualitatively, this study sought to provide empirical evidence of how leadership development programs can affect managerial decision-making, employee engagement, and the efficiency of operations within governmental organizations, making for a substantial academic addition to public administration and leadership literature.
