Applied Research

Developing Leadership Capacity in a Remote Disability Management Organization

Meagan V. AngelucciCapella University, MS Industrial-Organizational Psychology2025

ABSTRACT

This paper presents a leadership development initiative for a fully remote disability management team experiencing significant engagement decline — overall satisfaction at 53.8%, sharp drops in confidence in senior leadership, and trust below benchmark levels. The proposal addresses systemic leadership capability gaps rather than isolated performance issues.

The initiative targets a real organizational challenge: technically competent disability case management leaders who demonstrate underdeveloped skills in change communication, coaching, and leading effectively in virtual environments. Five of seven leaders actively resisted formal development, privileging extensive experience over evidence-based approaches — a pattern the literature identifies as cognitive entrenchment.

Two complementary practices are recommended: action learning projects (where the engagement recovery challenge becomes the learning project itself) and 360-degree feedback with coaching. Evidence shows feedback combined with coaching significantly improves outcomes — Luthans and Peterson (2003) found enhanced job satisfaction among employees, reinforced organizational commitment, and diminished turnover intentions.

KEY FINDINGS

What the research shows.

Engagement decline driven by systemic leadership capability gaps, not isolated performance issues — 53.8% overall satisfaction, trust below benchmarks

Cognitive entrenchment: 5 of 7 leaders resisted development, privileging experience over evidence — Gavetti (2011) framework

Action learning combined with 360-degree feedback and coaching improves job satisfaction, commitment, and reduces turnover intentions — Luthans & Peterson, 2003

Virtual leadership development requires explicit communication protocols, cameras-on expectations, rotating facilitator roles, and in-person kickoff for PS — Malhotra et al., 2007

METHODOLOGY

How this research was conducted.

Organizational needs analysis using engagement survey data and qualitative assessment

Action learning project design (12-week biweekly virtual sessions)

360-degree feedback using validated instruments (Leadership Practices Inventory or CCL Benchmarks)

Individualized coaching (3 sessions over 8–12 weeks)

12-month follow-up assessment for behavioral change measurement

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