Date of Conferral

4-21-2026

Degree

Doctor of Healthcare Administration (D.H.A.)

School

Health Sciences

Advisor

Dr. Donna Clews

Abstract

Physician burnout in academic medical centers remains a persistent healthcare administration challenge, with nearly half of U.S. physicians reporting symptoms of burnout in recent years. The issue threatens workforce sustainability, patient safety, and organizational financial stability, particularly in California’s academic medical centers, were physicians face complex clinical, academic, and operational demands. The integrative review examines leadership strategies that reduce physician burnout in California’s academic medical centers, aiming to lower rates from about 45% to under 30%. Transformational Leadership Theory guided the examination of leadership-driven organizational and system level approaches to burnout reduction. Twenty-seven sources were appraised using the Johns Hopkins Evidence-Based Practice tool to ensure evidence quality. The review question guiding this study was: What leadership strategies can healthcare administrators implement in California academic medical centers to reduce physician burnout? The result of the integrative review identified four interrelated themes: Transformational Leadership, Organizational Strategies, Structural and System, and Well-Being Infrastructure. Key sub-themes included leadership accountability, workflow redesign, intellectual stimulation, autonomy and decision making, peer support programs and mental health resources. Physicians who experience lower burnout are more engaged, emotionally resilient, and better able to provide safe, compassionate, and patient centered care. From a social determinant perspective, reducing physician burnout strengthens workforce stability, improves access to high-quality care, and supports equitable outcomes through resilient healthcare systems.

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