Date of Award

4-6-2026

Embargo Period

9-19-2027

Document Type

Dissertation

Degree Name

Doctor of Health Administration

Department

Health Administration

Additional Department

Health Administration and Policy

College

College of Health Professions

First Advisor

Jami Jones

Second Advisor

Parker Rhoden

Third Advisor

Kern Kumar

Abstract

Burnout in healthcare remains a persistent concern, with 46% of U.S. healthcare workers reporting burnout in 2022, contributing to increased intent to leave the workforce (Vital Signs, 2023). While healthcare leaders are critical to organizational success, research on their engagement and retention remains limited. This study examines the engagement and retention of healthcare administrative leaders (director to executive level) within a single healthcare organization.

Using a qualitative phenomenological design, semi-structured interviews were conducted with purposefully selected leaders with at least five years of experience. Thematic analysis revealed that engagement and retention are shaped by interconnected relational, structural, and purpose-driven factors. Leaders described engagement as deeply relational and tied to mission alignment, with trust, visibility, and meaningful work serving as key drivers. Structural supports, including resources, autonomy, and leadership development, played a dual role, enhancing or hindering engagement depending on consistency and access. Organizational culture was experienced as variable and context-dependent, with misalignment between stated and lived values influencing leader perceptions.

Findings suggest that retention requires an integrated, human-centered approach that prioritizes relational leadership, operational consistency, and leader well-being. These insights inform strategies to strengthen leadership sustainability and organizational stability in healthcare systems.

Rights

© Marlena Davis 2026 All rights reserved

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