This article explores trauma-informed leadership within corporate environments, highlighting
the relevance of psychological and physiological trauma in shaping workplace behaviours and
organisational dynamics. Drawing on interdisciplinary research, it challenges traditional leadership
models that prioritise performance metrics over relational understanding, arguing instead for leadership
approaches that are responsive to the pervasive impact of trauma. The article examines how trauma can
manifest in professional settings - not only through individual behaviours but also in organisational
cultures - and considers how systemic factors such as cultural, historical, and intergenerational trauma
influence employee experiences. Key principles of trauma-informed leadership are outlined, with a focus
on psychological safety, empowerment, and cultural responsiveness. A practical framework is presented
to assist leaders in recognising trauma-related behaviours and responding with strategies that foster
connection, trust, and resilience. While there is no one-size-fits-all method for addressing trauma in the
workplace, this article offers a research-informed foundation for cultivating leadership practices that
support individual wellbeing and enhance collective organisational functioning.
