Job Satisfaction and Turnover Rates of Women Assertive Community Treatment (ACT) Team Leaders in NYC Nonprofit Organizations.

Job satisfaction and turnover of five former female assertive community treatment (ACT) team leaders and five current female ACT team leaders heading ACT teams within NYC was examined. Female ACT team leaders, as a specific subgroup, are often excluded from research within the general behavioral health cohort of providers. This study used a qualitative method and an exploratory case study design to gain greater insight into these phenomena. The researcher formulated an in-depth, rich description of the ACT team leaders’ roles, responsibilities, and work experiences using a demographic questionnaire, semi-structured interviews, and field notes. Participants were employed in the role for 2 or more years. This study found that both groups identified better opportunity, lack of organizational support, lack of program knowledge within leadership and many systems demands as contributing factors impacting job satisfaction and turnover among ACT team leaders. Overall, results also indicated that participants did not see a difference in their approach compared to men, but they did identify specific traits perceived as tied to female leadership. Participants also identified issues of age and race as influencing their leadership. Results found both groups’ experiences led them to believe that team-fit hiring practices, ACT excessive requirements, and communication were barriers to ACT implementation and service delivery. The researcher recommends development of human resource policy and strategies that support staff needs and the development of retention strategies to invest in specific leadership program knowledge and to develop a support and advocacy system for ACT team leaders’ needs