Even with advanced technology and new project management methodologies, construction company leaders continue to face challenges to improve labor productivity. This multiple case study was an exploration of the strategies that construction company leaders use to improve labor productivity in Doha, Qatar. The case population consisted of 6 construction company leaders operating in Doha, Qatar, who successfully identified and implemented strategies to improve labor productivity. The conceptual framework for this study was the expectancy theory. The data collection process included semistructured interviews and company documentation. Data were compiled and organized, disassembled into fragments, reassembled into a sequence of groups, and interpreted for meaning. Methodological triangulation and member checking bolstered the trustworthiness of those interpretations. Five themes emerged from these 6 construction company leaders: exploring, identifying, and evaluating issues affecting labor productivity; applying an appropriate leadership style; motivating the workforce; providing training and development; and implementing effective project management processes. By improving labor productivity, similar construction companies can complete construction projects faster and with lower construction costs. The implications for positive social change include the potential to lower construction costs and enable individuals with lower incomes in Doha, Qatar, to afford houses that they could not previously afford.