Date of Conferral

2022

Degree

Ph.D.

School

Health Services

Advisor

Dr. Cheryl Anderson

Abstract

Nurse leader turnover is an emerging issue in healthcare services. Considerable research has been done over the last decade revealing that nurse leaders are experiencing an increased rate of burnout with an intent to leave their jobs. Less research has been done to understand how to mitigate the rate of nurse leader burnout and retain nurse leaders in the workforce. Higher levels of self-efficacy have mediated the effects of work stress on job burnout in other service related fields. The purpose of this quantitative, non-experimental, cross-sectional study was to explore the possible mediating effect of leader self-efficacy between burnout and intent to leave. This research was grounded in Maslach’s burnout theory and Bandura’s self-efficacy theory. The tools included the Maslach Burnout Inventory Human Services Survey (MBI-HSS), the Leader Effectiveness Questionnaire (LEQ), and a 3-item intent to leave job subscale from Cohen’s Turnover Intention Scale (TIS). A total of 325 nurse leaders participated in the study. Statistical analyses included descriptive statistics and correlational mediation analyses. The findings showed that components of leader self-efficacy have a mediating relationship between burnout and intent to leave for nurse leaders. The results provided initial findings on how leadership self-efficacy can stabilize the nursing leadership workforce while influencing the delivery of care to patients. United States leaders rely on the nursing workforce to resolve the health care delivery crisis. Strong nurse leaders are needed to continue to influence positive social change.

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