Date of Award

2025

Document Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

First Advisor

Deanna Hiott, PhD

Abstract

This phenomenological study examined healthcare providers’ lived experiences of psychological safety and administrative leader behaviors that influenced those experiences during pivotal change. While much research addressed psychological safety among frontline healthcare staff, a gap was noticed concerning providers. This study aimed to investigate the impact of psychological safety and administrative support on provider engagement, emotional response, and retention during periods of significant change. Data were collected via a survey containing multiple-choice and open-ended questions, followed by semi-structured interviews. Four findings emerged. First, the providers’ pivotal events generated themes of “workplace power dynamics,” “systemic and organizational change,” “transformational crisis,” and “physical or psychological safety.” The feelings that accompanied these events included fear, uncertainty, anger, frustration, isolation, abandonment, vulnerability, and powerlessness, and in one case, feelings of value and appreciation. Second, admired administrative leaders demonstrated servant leadership behaviors—listening, collaboration, authenticity, humility, empathy, empowerment, and conceptualization—which increased psychological safety. Third, levels of psychological safety and perceived support had a strong influence on providers’ attitudes, experiences, and emotional responses to pivotal events. Fourth, feelings around pivotal change, along with subthemes of resilience, grit, humility, compassion, adaptability, and self-worth, influenced engagement and intent to leave. The analysis of providers’ experiences concluded that providers feel psychologically safe when leaders demonstrate humility, empathy, and empowerment, while directive or dismissive leader behaviors weakened trust and increased stress. The ability of providers to re-engage after challenging events was directly related to supportive or dismissive administrative behaviors. The findings supported psychological safety and servant leadership theories.

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