Leadership strategies for obtaining employee involvement in a behavioral health organization

Maintaining a stable and engaged workforce is essential in providing quality treatment to individuals with behavioral health disorders. Soliciting and accepting input and feedback from workforce members is vital in ensuring that competent staff is available to this vulnerable population. Behavioral health leaders can facilitate this goal by cultivating environments that support employee involvement in organizational decision-making. This case study focused on identifying strategies for obtaining employee involvement by examining organizational culture and perceptions, with specific attention to existing opportunities for engaging the workforce in corporate decisions. Using the Baldridge Excellence Framework conceptually, data collection comprised five leadership interviews, organizational policies, quality reports, strategic planning documents, and external licensing and accreditation reports from a behavioral health organization operating in an urban city in the northeastern United States. Findings indicated that employee involvement was present and valued in the organization. However, health and safety measures implemented to reduce risks of COVID-19 exposure contributed to a perception of reduced employee involvement. Other findings suggested the presence of paternalistic leadership and a family orientation in the agency. Recommendations included implementing processes that support the organizational culture and employees' need for affiliation while protecting employee health and safety. Study findings contribute to positive social change by providing behavioral health leaders with strategies for maintaining a stable workforce that can provide quality treatment and care. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Spurring competitiveness, social and economic performance of family-owned SMEs through social entrepreneurship;a multi-analytical SEM & ANN perspective

Social enterprises have become a nascent concept in academia and have grabbed the attention of research scholars. They are deemed as an important predictor of economic growth, poverty alleviation, and solving social and economic issues. In the COVID-19 pandemic, many developed and developing economies accounted for a negative change in unemployment, health, education, and other social issues. Consequently, researchers realized that social enterprises are an important predictor to overcome many issues during the pandemic. Hence, the current study contributes to the body of knowledge by investigating the influence of social entrepreneurial orientation on social and economic performance through a mediating role of competitive advantage. The data were collected from the top management of family-owned manufacturing firms operating in Pakistan. The current study executed a dual-stage analysis involving Smart-PLS and artificial intelligence (AI) named Artificial Neurons Networks (ANN). The SEM model shows that social entrepreneurial orientation has a negative impact on economic performance (profit maximization) but a positive effect on social performance. ANN architecture explains the 78 % accuracy of the proposed model. Considering the results, we recommend firms emphasize social entrepreneurial orientation to configure their competitive advantage and performance in the pandemic.

Leadership strategies to prevent employee substance abuse relapse and optimize business viability

Employees, who relapse from substance abuse, precipitate unnecessary costs to employers through absenteeism, production loss, turnover, and health care. Addicted employees who relapse are becoming a growing concern as substance abuse relapse and overdose rates have significantly increased during the COVID-19 Pandemic. The purpose of this qualitative phenomenological study is to explore strategies leaders use to understand the needs of addicted employees during a crisis, reduce employee substance abuse relapse rates, and ensure business viability. The conceptual framework for this study is Maslow's hierarchy of needs, Goleman's emotional intelligence theory, and emotional sobriety. The population for this study includes 10 leaders located in the United States. The participants were chosen using purposeful snowball sampling and were asked 11 open-ended questions via qualitative interviews to gather rich and detailed data to saturate this study. Through data analysis, the researcher uncovered four themes: (a) meeting employees where they are;(b) building personal connection through vulnerability;(c) diversity and inclusion;(d) strategies formed through education and practical experience. Analysis of the findings revealed that leaders who participated in addiction education and utilized individualized consideration prevented relapse and improved organizational performance by addressing employee needs. The results of this study may be adopted by leaders to effectively retain an engaged and performing workforce by enhancing corporate policy and practices related to addicted employees. (PsycInfo Database Record (c) 2022 APA, all rights reserved)