"Navigating the Burnout Crisis: Its Influence on Clinical Relationships" by Jeremiah James Cleland

Date of Conferral

1-7-2025

Degree

Doctor of Psychology (Psy.D.)

School

Psychology

Advisor

Derek Rhode

Abstract

A nonprofit behavioral health organization (XYZ) has experienced challenges related to staff burnout and high turnover rates. To evaluate and address these challenges, this research study explored the complex relationship between XYZ organizational leadership, workforce engagement, and employee retention. The study focuses on understanding how effective leadership, supportive supervision, and career development strategies can mitigate burnout, thus reducing turnover rates. Using the Baldrige Performance Framework, the study critically evaluated the role of leadership in fostering an environment that promotes staff well-being and operational excellence. Data were collected through interviews with employees and behavioral health leaders, offering insights into real-world challenges and opportunities for organizational improvement. The findings underscore the importance of leadership in enhancing workforce engagement and the need for structured interventions to recognize and address burnout early. The social change implications of this research addressed staff burnout and turnover, which are essential for improving the quality of care delivered to clients. By fostering an organizational culture that prioritizes employee well-being, XYZ can enhance the professional development of its staff, reduce the strain on overburdened employees, and improve client outcomes. The results of this study contribute to a broader understanding of the systemic issues within behavioral health organizations and advocate for leadership models that drive positive social change. This transformation has the potential to extend beyond XYZ, influencing similar organizations within the behavioral health sector to adopt practices that support staff and well-being.

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