Leadership strategies for obtaining employee involvement in a behavioral health organization

ABSTRACT

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)