Date of Conferral

4-10-2026

Degree

Doctor of Psychology (Psy.D.)

School

Psychology

Advisor

Miguel Messina

Abstract

The increasing complexity and competitiveness of today’s health care system require innovative leadership approaches that support both high‑quality patient care and a healthy workforce. Although concerns about clinician burnout have grown, limited research has examined how leadership practices within behavioral health settings influence employee well‑being and satisfaction. This qualitative case study explored how behavioral health leaders shape workplace well‑being by integrating physical and psychological safety into daily practice. Methodological triangulation—combining survey data, organizational outcomes, and interview responses—strengthened the validity of the findings and provided a multidimensional understanding of leadership impact. Leaders emphasized that employee well‑being depends on both physical safety and psychological security, underscoring the critical importance of preventing workplace violence and promptly addressing safety concerns. Employees were perceived to place greater trust in leaders who addressed issues transparently and took visible, immediate action, thereby reducing the emotional drain from their work. The study’s findings have the potential to inform leadership development in behavioral health organizations, enhance employee experience, reduce turnover, and support improved organizational and financial outcomes. More broadly, strengthening leadership practices that promote psychological safety can help reduce mental health stigma, improve mental health literacy, and foster environments—across workplaces, schools, and communities—where individuals feel equipped to discuss and pursue optimal mental health.

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