Organizational trauma theory endeavors to examine the psychological and physical effects of trauma on individuals and groups within an organization. Individual trauma, the individual mental and emotional disruptions that affect the well-being of self, often contributes to organizational trauma. Or sometimes, the disruptions are external and caused by societal, economic, or political changes. Recent traumatic events such as the COVID-19 pandemic and racial tensions stemming from social injustices present even greater challenges for organizations as leaders seek to facilitate healing, restoration, and renewal. Organizational trauma is currently playing out in our organizations, and organizational scholars, leaders, and managers are looking for ways to mitigate this trauma without having explicit knowledge or understanding of how to deal with it. Despite the increasing need to better understand organizational trauma and how to address it, this body of research has not played a prominent role in mainstream organization and management theory.

Role of Leadership in Facilitating Healing and Renewal in Times of Organizational Trauma and Change examines the importance of dealing with trauma in organizations and related topics of interest. The chapters highlight global perspectives and present new and significant information and observations about organizational trauma and offer insights derived from a solidly and sufficiently broad knowledge base of theory, research, and practice. This book will also grant a basis of understanding trauma, its antecedents and outcomes, as well as how it can be mitigated and will provide information and insights regarding organizational trauma and how it interacts with and influences other organizational phenomena. This book is ideally intended for managers, human resources officers, academicians, practitioners, executives, professionals, researchers, and students interested in examining the ways in which organizational trauma is impacting the workplace.

Coverage:

The many academic areas covered in this publication include, but are not limited to:

Employee Well-Being
Human Resources Management
Leadership
Leadership Development
Management
Organization Healing
Organizational Culture
Organizational Resilience
Organizational Trauma
Recovery and Renewal
Self-Care
Toxic Leadership
Trauma-Sensitive Environments
Work Environments

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Editor/Author Biographies

Lynda Byrd-Poller earned her doctorate in Human and Organizational Learning from The George Washington University. She currently serves as the director of Human Resources, Strategic Planning & Professional Learning for Charles City County Public Schools and serves as an adjunct professor in GWU Organizational Leadership & Learning graduate studies. She has experience in education, leadership, organization sciences, and human resources development. Her research interests include organizational and adult learning, leadership, diversity and cultural studies as well as other areas of social science.

Jennifer Farmer is Vice President, Global Diversity and Inclusion for Thermo Fisher Scientific. Jennifer leads Thermo Fisher’s global diversity and inclusion strategy, working closely with company leaders and key stakeholders to advance the company’s strategy and help embed diversity and inclusion into the business and organizational culture. She is focused on driving sustainable change, helping remove barriers to inclusion throughout the colleague lifecycle. Prior to joining Thermo Fisher, Jennifer was with Northrop Grumman Corporation, where she led global diversity and inclusion strategy for the Defense Systems and Space Systems businesses. Prior to that, Jennifer held roles in diversity and inclusion, talent strategy and finance at Pfizer; and finance and customer support roles at Bristol-Meyers Squibb. As an academic practitioner, Dr. Farmer’s key research interests include: Diversity, Inclusion, Equity and Belonging, Leadership, Change Management, Organizational Culture and Organizational Trauma. Jennifer, a Florida native, has a Doctorate in Human and Organizational Learning from The George Washington University and a joint B.S.-M.B.A. degree from Florida Agricultural and Mechanical University (FAMU).

Valerie Ford earned her doctorate in human and organizational learning from The George Washington University in Washington, DC. Her research interests comprise a broad range of topics, including how data and information technology change behaviors and processes in organizations, understanding the changing nature of organizations, teams, crowds and markets in the 21st century, effectively using decision analytics and ‘big data’ to build collective intelligence, and fostering organizational creativity and innovation to generate new processes and products. Her experience in MIS has given her a keen awareness of the technology issues in corporate environments and she feels fortunate to experience and investigate technology in organizations as both a scholar and a practitioner.

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