Abstract
This dissertation in practice examined the impact of Baldrige-based leadership on workforce engagement from a phenomenological qualitative study conducted at a small specialty-manufacturing firm in Texas. This study included interviews conducted with leaders and followers of the research organization, document reviews were conducted of Baldrige-related materials, and observations of leadership meetings and completed factory floor production operations were completed. Based upon findings from this study, an evidence-based proposed solution is presented consisting of four primary leadership behaviors demonstrated to improve workforce engagement. Hands-on leadership, engagement interactions, cross training, and transparency form the body of the proposed solution, with recommendations provided for implementation, assessment, and opportunities for conducting further practical research on this topic.
Keywords: Leadership, Baldrige, workforce engagement, performance excellence