Secondary trauma is concerned with the intrapersonal affective responses an individual can experience during or subsequent to an interaction(s) with another person who recounts his or her personal stories of abuse, trauma, or disempowerment. Secondary trauma can engender a host of detrimental intrapersonal effects on nonprofit staff who express empathy toward clients experiencing primary trauma. I explore the interpersonal‐level responses to secondary trauma‐affected staff available to the leaders of nonprofit human service organizations. These secondary trauma‐sensitive leader behaviors, I theorize, will reduce the prevalence of secondary trauma in nonprofit organizations and generate follower engagement.

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非营利性人类服务组织中人际领袖应对继发性创伤的反应

继发性创伤与一个人在与另一个人互动期间或之后经历的人际情感反应有关，后者叙述了他或她关于虐待，创伤或丧失能力的个人经历。继发性创伤会对非营利性员工产生一系列有害的人际关系影响，这些员工对移入原发性创伤的客户表示同情。我探索了非营利性人类服务组织负责人对受二次创伤影响的员工的人际反应。我认为，这些继发性创伤敏感的领导者行为将减少非营利组织中继发性创伤的发生率，并引起追随者的参与。