Date of Conferral

2020

Degree

Ph.D.

School

Criminal Justice

Advisor

Clarence Williamson

Abstract

This phenomenological qualitative study aimed to explore the impacts of workplace loneliness on senior leaders of various criminal justice organizations. The theoretical framework used was Descartes' views of the self-concept theory, which explained how individuals defined and described themselves within a social context. Using purposive sampling and semistructured telephone, and email interviews of 16 criminal justice senior leaders from the Washington, D.C. metropolitan area, this research was conducted to answer the overarching question of this study. Workplace loneliness was a professional hazard. The key findings revealed that at least 87% of the criminal justice senior leaders reported feeling or have felt workplace loneliness at some points in their careers and that it has impacted them physically, mentally, and emotionally. Impacts included, but were not limited to, symptoms of distress, low self-worth, anxiety, headaches, and lack of motivation. Furthermore, the participants confirmed that workplace loneliness also significantly impacted their respective organizations, families, and communities. Also, the results showed that workplace loneliness was linked to senior leaders' decreased productivity, reduced optimal performance, absenteeism, and partial decision making that could influence public policy and administration. Because executive health was reportedly understudied, the organizational cost and other implications of workplace loneliness remain unknown. This study confirmed the need for stakeholders, such as policymakers, organizations, and executives, to scrutinize these impacts and design programs and services best suited to mitigate workplace loneliness, starting with open and serious debates about this highly stigmatized phenomenon.

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