Date of Conferral



Doctor of Business Administration (D.B.A.)




Lisa Pearo


Healthcare workers are at an increased risk of being affected by burnout, which leads to decreased productivity, decreased job engagement, and increased organizational turnover. Employee burnout is a problem for healthcare leaders as burnout leads to decreased productivity and increased organizational turnover. The purpose of this qualitative multiple case study, guided by the job-demand resource theory, was to explore strategies healthcare leaders use to reduce employee burnout. Interviews were conducted with four healthcare leaders in the United States with at least 3 years of management experience who implemented strategies to reduce employee burnout at their organizations; a review of organizational documents augmented data collection. Thematic analysis resulted in four key themes: identify burnout in employees, implement a mentorship program, understand the state of your employee’s well-being, and enhance the workplace environment. A key recommendation for healthcare leaders is identifying employee burnout using the Maslach Burnout Inventory and provide the necessary resources to support the employee. The implications for positive social change include the potential for healthcare leader’s to reduce employee burnout, leading to reduced turnover in healthcare organizations and creating stability in the healthcare field.

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