Date of Conferral
9-16-2025
Degree
Doctor of Psychology (Psy.D.)
School
Psychology
Advisor
Kristen Glover
Abstract
The deficiency of patient-centered care and active treatment within behavioral health hospitals continues to contribute to decreased patient satisfaction, increased rapid readmissions, and low employee engagement and morale. This qualitative case study explored how behavioral health leadership in a for-profit behavioral health hospital in the southwestern United States addressed challenges related to patient-centered care and active treatment to foster cultural change. The study was grounded in the Baldrige framework of excellence. Data collection included semi structured interviews with behavioral health leaders and analysis of the hospital’s internal archival data, including patient satisfaction surveys and rapid readmission rates. Thematic analysis identified seven key themes: (a) a compliance-driven culture limiting innovation, (b) misalignment between task-focused care and person-centered care, (c) leadership modeling inconsistencies, (d) superficial approaches to employee engagement, (e) barriers to staff development, (f) strategic planning limitations, and (g) leadership rigidity impacting workforce morale. Findings from this study may contribute to positive social change by informing healthcare leaders and policymakers about strategies to enhance patient-centered care practices, reduce hospital readmissions, and improve workforce engagement. Improved organizational practices may lead to better patient outcomes, higher employee satisfaction, and a stronger, more resilient behavioral healthcare system.
Recommended Citation
Wishom, Jessica, "Behavioral Health Leadership Strategies Used to Promote Cultural Change Within a Behavioral Health Organization" (2025). Walden Dissertations and Doctoral Studies. 18415.
https://scholarworks.waldenu.edu/dissertations/18415
