Date of Award

Fall 2026

Document Type

Abstract

Degree Name

Doctor of Strategic Leadership (DSL)

Department

Organizational Leadership

First Advisor

Dr. Debra Dean

Second Advisor

Dr. Emile Hawkins

Abstract

Project Overview This doctoral capstone developed the S.T.A.B.L.E.R. People Engagement Leadership Framework, a structured leadership development workshop designed to address the gap between collecting employee feedback and translating that feedback into meaningful, measurable leadership action. The project was informed by professional observations in retail and service environments, where employee surveys, workplace conversations, and feedback mechanisms provided valuable insight but did not always result in visible leadership follow-through. Research on employee engagement, psychological safety, and employee voice informed the workshop’s design (Edmondson, 1999; Kahn, 1990; Morrison, 2023). The seven-step framework; Sustain, Translate, Align, Build, Listen, Empower, and Recognize was organized around the complementary M.I.L.E.R. process: Measure, Interpret, Link, Execute, and Results/Impact. The workshop incorporated practical leadership exercises, employee voice scenarios, facilitated discussions, action-planning tools, and proposed evaluation measures to help leaders move from feedback collection to accountable action. Project Themes The project emphasized people-centered leadership, employee engagement, psychological safety, employee voice, active listening, communication, trust, empowerment, recognition, accountability, and continuous improvement. Its leadership approach incorporated principles of employee autonomy and motivation (Deci & Ryan, 2000), alongside King James Version biblical principles emphasizing servant leadership, wisdom, encouragement, stewardship, and responsible listening. Contributions to the Field of Leadership The project contributed a practical, research-informed framework that connected employee engagement scholarship with a repeatable process for interpreting employee feedback, prioritizing organizational responses, assigning leadership accountability, and communicating progress. It translated established leadership and organizational concepts into workshop activities and tools that leaders could apply in workplace settings. Real World Implications The framework offered retail and service organizations a structured approach for strengthening leadership responsiveness, improving communication, supporting employee development, and establishing measurable engagement priorities. It also provided a foundation for future implementation, assessment, and refinement. Because the framework was developed through this capstone rather than validated through a completed outcome study, future evaluation was identified as necessary to determine its effectiveness across organizational settings.

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