the leadership process and trauma recovery study

To examine how perceived leadership behaviors influence psychological safety, workplace engagement, and help-seeking among Post-9/11 veterans working in trauma-exposed civilian roles. This work addresses a gap identified in the literature. 

1. Which leadership behaviors most enhance psychological safety after workplace trauma?
    
2. How do leadership communication and decision-making affect veterans’ willingness to engage in mental-health recovery?
    
3. What traits distinguish leaders who help trauma-exposed employees heal?

Design: Mixed methods (quantitative + qualitative)
 

Instruments: MLQ, UWES, Edmondson Psychological Safety Scale, GHSQ
 

Population: Post-9/11 veterans in law enforcement, EMS, Emergency Healthcare
 

Sample Size: 100–150 participants
 

Affiliation: University of Tennessee-Chattanooga (PhD Dissertation Research)

• Peer-reviewed publications
   
• Practitioner briefs for agencies and foundations
   
• Leadership training framework grounded in empirical data