Trauma-Informed Leadership
Trauma-informed leadership is essential in today’s dynamic work environment, particularly in regions like the Middle East, where socio-political instability, conflict, and collective trauma are widespread. A trauma-informed approach recognizes that employees’ well-being can be profoundly affected by both personal and societal experiences of trauma including war, displacement, and political upheaval. Additionally, the region is grappling with the ongoing impacts of racial trauma, socio-political turbulences, and transgenerational trauma, all of which can permeate workplace dynamics. Applying a trauma-informed framework in the workplace helps leaders support employees by fostering environments of psychological safety, trust, and empathy, thereby promoting resilience and well-being in the workforce. In regions such as the Middle East, where the traumatic effects of conflicts and social turbulence can have lasting impacts on individuals and communities, trauma-informed leadership can be a transformative approach for supporting employees.
Trauma-informed care, initially developed in healthcare to support patients with trauma histories, has now expanded to organizational leadership. As described by Goulston and Hendel (2021), trauma-informed leaders understand that employees have been affected by both individual and collective trauma, including the socio-political crises in the Middle East and the broader global events, for example, COVID-19 pandemic. These traumas, coupled with historical and the potential for transgenerational trauma transmission from prolonged conflict and displacement, necessitate ongoing support to facilitate healing and post-traumatic growth. Leaders need to be proactive in providing an environment that addresses these challenges in a timely fashion through enforcing safety, collaboration, and emotional support.
Understanding Trauma: A Regional Perspective
The Middle East is a region sadly marked by conflict, social upheaval, interference causing divide along ethnic lines, race and religion. Employees in this context may experience various forms of trauma, including the direct consequences of war and displacement or indirect effects such as vicarious trauma and/or economic instability, racial discrimination, and social disconnection. Trauma, defined as an individual’s emotional and psychological response to distressing events, can manifest as anxiety, depression, or even translate to post-traumatic stress disorder (PTSD) (Van der Kolk, 2014). These trauma experiences often extend into the workplace, affecting team dynamics, productivity, relationships, and overall mental health. Additionally, leadership must also be aware of the potential for vicarious trauma, emotional distress that can affect those in leadership positions as they witness and manage the trauma experienced by others but in particular, their teams.
The unique cultural context of the Middle East adds further complexity to trauma responses seen in this region, for example, Al-Krenawi (2019) notes that mental health services in the Middle East are often underutilized due to societal stigma and cultural perceptions of emotional vulnerability. Also, many organizations and leaders are either under-resourced or misinformed when it comes to building trauma-informed organizations. This creates an opportunity to upskill leaders to be trauma-informed, as employees may hesitate to disclose their mental health struggles or seek support. Therefore, leaders must not only be sensitive to the cultural dimensions of trauma but also actively work to create an environment where employees feel free to express their views and needs without fear of cliché labels and stigmatization. In times of crisis, employees should not only perceive but also see that there are avenues of support and resources at hand.
Key Principles of Trauma-Informed Leadership
A trauma-informed leadership model involves several foundational principles, including safety, trust, peer support, collaboration, empowerment, and cultural sensitivity. Leaders in the Middle East can utilize these principles to support employees in their healing journeys, address the unique trauma needs of the region, and foster a resilient workforce.
- Safety: Ensuring that the workplace is both physically and psychologically safe is crucial for trauma-affected employees. A trauma-informed leader should recognize that employees may carry significant emotional burdens, particularly in regions like the Middle East, where socio-political unrest is a reality for many. Creating safe spaces for communication and allowing employees to process their experiences in a supportive environment is essential.
- Trustworthiness: Building trust within teams is critical, especially in regions where political instability can breed a culture of mistrust. Transparent and honest communication from leaders can foster an atmosphere of trust. Goulston and Hendel (2021) emphasize that trust is crucial for healing, especially when employees feel uncertain or disillusioned, such as during the COVID-19 pandemic or other traumatic events.
- Peer Support: Encouraging peer support can significantly reduce feelings of isolation among employees. In the Middle East, where communal values often hold strong, peer support programs can be particularly effective. These programs enable employees to share their experiences and offer emotional and practical support to one another, helping mitigate the effects of trauma (SAMHSA, 2014).
- Collaboration: A trauma-informed leader ensures that decision-making processes are collaborative, allowing employees to feel valued and in control of their work environment. Employees affected by trauma often experience a loss of control, and collaborative leadership can help restore a sense of agency. In hierarchical workplace cultures, as often seen in the Middle East, leaders may need to consciously adopt more inclusive decision-making practices to ensure that employees’ voices are heard.
- Empowerment: Trauma-informed leaders focus on empowering their employees by recognizing their strengths and providing opportunities for personal growth. Empowerment is essential in post-traumatic growth, as individuals must feel capable of moving beyond their trauma. Goulston and Hendel (2021) point out that leaders who empower their teams not only support recovery but also foster resilience.
- Cultural Sensitivity: Trauma-informed leadership must be culturally aware, particularly in the Middle East, where cultural norms can influence how trauma is perceived and addressed. Leaders should respect local values while also advocating for trauma support systems that align with these cultural frameworks (Al-Krenawi, 2019). Cultural sensitivity includes understanding local stigmas around mental health and addressing them through thoughtful, inclusive leadership strategies.
The Impact of Transgenerational and Racial Trauma in the Workplace
In the Middle East, the long-lasting effects of transgenerational trauma where the psychological impact of historical conflicts and oppression is passed down through generations cannot be overlooked. Additionally, racial trauma, exacerbated by socio-political instability and inequality, often seeps into the workplace. Leaders must recognize these factors and work toward creating equitable environments that address the racial and ethnic disparities that may exist within their organizations.
Implementing Trauma-Informed Practices
Incorporating trauma-informed leadership practices requires a deliberate approach that focuses on the needs of employees impacted by trauma. Creating an organizational culture that prioritizes mental health and emotional safety is paramount. This can be achieved through training programs that educate leaders and managers about the effects of trauma and how to respond to it compassionately. As Goulston and Hendel (2021) highlight, the pandemic led to a range of trauma responses in healthcare professionals, and similar effects are likely present in the wider workforce in the Middle East, where collective trauma is pervasive.
Conclusion
Trauma-informed leadership is particularly relevant in the Middle East, where employees are exposed to ongoing socio-political trauma, including the effects of racial and transgenerational trauma. Leaders must adopt practices that foster safety, trust, peer support, collaboration, empowerment, and cultural sensitivity. Addressing trauma in the workplace not only supports employee well-being but also enhances organizational resilience and performance, and in turn supports the maintenance of resilient communities. By understanding and addressing these complex layers of trauma, leaders can create an environment that promotes psychological and physical safety at a time when it is needed the very most.
About the Author
Sara Powell HCPC, UK Reg, MBACP UK Reg, is a psychotherapist and director of ATIC Psychological Counselling Centre Dubai, with over 12 years of clinical experience. She specializes in trauma, women’s health, and child development. Currently pursuing a PhD in International Psychology with a specialization in trauma, Sara collaborates with private and governmental agencies across the region.
References
Al-Krenawi, A. (2019). Mental health and the Middle East: An overview. Journal of Mental Health in the Middle East, 1(1), 1-15.
Goulston, M., & Hendel, D. (2021). Leading through trauma: A toolkit for executives, managers, and teams. Harper Business.
Substance Abuse and Mental Health Services Administration (SAMHSA). (2014). Trauma-informed care in behavioral health services. U.S. Department of Health and Human Services.
Van der Kolk, B. A. (2014). The body keeps the score: Brain, mind, and body in the healing of trauma. Penguin Books.
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