Date of Conferral

2023

Degree

Doctor of Psychology (Psy.D.)

School

Management

Advisor

Kristen Chesser

Abstract

Employee engagement is essential for an organization to meet its mission and vision. When employees are not engaged, there are higher levels of turnover, secondary traumatic stress, and burnout. Furthermore, when employees are not engaged, there is a decrease in the quality of patient care. Behavioral health leaders can positively impact employee engagement by engaging in trauma-informed behavioral health leadership. This qualitative case study reviews the impact of trauma-informed behavioral health leadership on employee engagement at a large Child Advocacy Center in the northeastern United States who was struggling with low levels of employee engagement and high levels of turnover was explored. The Baldrige Framework of Excellence was utilized as the conceptual framework for this study to assess multiple levels of leadership and organization. Data were collected from semi structured interviews with three leaders of the CAC as well as review of secondary and archival data. Thematic analysis resulted in several emergent themes including the necessity for leaders to focus on enhancing psychological safety and levels of resiliency and well-being among employees. The findings revealed that there is a basic level of psychological safety and resiliency at the CAC, yet the lower levels of psychological safety and resiliency could be a reason for the low levels of engagement and high levels of turnover. Recommendations included implementing strategies to enhance psychological safety and overall levels of resiliency and well-being among employees. This study contributes to positive social change by providing recommendations for behavioral health leaders to create and enrich psychological safety and resiliency in their organizations.

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