Qualitative Analysis Could Make You a Better Leader

Melanie Prengler is Assistant Professor of Leadership and Organizations at the University of Virginia Darden School of Business. She uses qualitative methods to study diversity, equity, and inclusion and new ways of working. In particular, Prengler’s research has explored how employees in remote work arrangements create a sense of workplace out of nonwork space and how employees can reduce systemic discrimination in their organizations via allyship and anti-racism.

The best leaders know how to use data effectively, but many neglect a key type of analysis: qualitative analysis. While quantitative analysis is common in business, qualitative analysis can offer a deeper, more nuanced understanding of complex situations and relationships, making it a valuable tool for leadership.

There are several important distinctions between quantitative and qualitative analysis, which you’ll want to understand as a leader:

Most leaders use qualitative analysis in their day-to-day lives more than they realize. For instance, when you start a new job, you may want to understand how promotions are determined. You could use organizational policies, conversations with supervisors, and observations of who has been promoted in the past. You may notice a pattern such as, “Most people promoted demonstrate both high performance according to KPIs (key performance indicators) and have a good relationship with key decision-makers.” From this, you might conclude, “If I want to be promoted, I should focus on performing well and building relationships with decision-makers.”

Use the 1-2-3 Level Method

While an entire research project that uses qualitative analysis often involves 60+ interviews ranging from 30-90 minutes in length and months of analysis and reanalysis, there are everyday versions of qualitative analysis you can do today to help you be a better leader. Here’s how (using what I call the 1-2-3 Level Method):

• Level 1: Pay attention
  • Focus on observation. Notice what people are saying, how they’re acting, their body language, and emotional cues. Don’t try to draw conclusions yet—just take in the information.
• Level 2: Notice patterns
  • Group your observations into categories. You’ll start to see patterns emerge, which can help you identify larger themes.
• Level 3: Connect the dots.
  • Finally, look for connections between the themes. This step involves making sense of the patterns and using them to gain insight into your team’s dynamics.

Let’s look at an example in practice.

An Example: Using Qualitative Analysis to Improve Team Engagement

Imagine you’re observing that team members seem to have varying levels of engagement in meetings—some are actively participating, while others appear disengaged.

• Level 1: You observe specific behaviors—who’s speaking, who’s avoiding eye contact, who’s fidgeting, and the tone of people’s voices. Additionally, you notice what’s happening in each employee’s life, such as their personal situations and workloads.
• Level 2: Group these observations into themes: active participants vs. disengaged individuals and employees with high vs. low workloads.
• Level 3: Connect the themes to identify patterns. You might notice that the disengaged employees are overwhelmed by heavy workloads, leading to reduced participation. This insight allows you to take action by redistributing tasks to help improve engagement.

Is Qualitative Analysis Just Common Sense?

Although qualitative analysis often leads to intuitive findings, it’s also a powerful tool for tackling more complex questions that lack straightforward answers. For example, how can you build better connections with your remote team members?

Through qualitative analysis, you might observe patterns in behavior: Do certain members seem more engaged during team calls, or do they thrive in one-on-one meetings? By paying attention to when they’re most and least connected, you can tailor your communication approach to meet their needs and strengthen the relationship.

How Are You Using Qualitative Analysis?

Qualitative analysis isn’t just for researchers—it’s a valuable tool for leaders looking to better understand their teams and foster stronger relationships. How do you use qualitative analysis in your leadership? I’d love to hear your thoughts!