Abstract
Purpose:
Burnout, recognized by the World Health Organization as a medical condition, has been linked to decreased productivity, disengagement, and hopelessness among employees. While burnout in frontline staff has received increasing attention, the unique challenges of leadership burnout remain underexplored and often underdiscussed.
Summary:
According to the Development Dimensions International’s Global Leadership Forecast, nearly 60% of leaders reported feeling “used up” at the end of the workday. Yet, stigma and shame often prevent leaders from acknowledging burnout openly. Recent initiatives have provided resources to help leaders recognize and mitigate burnout within their teams; however, the literature addressing burnout among leaders themselves is scarce. Understanding the institutional impact of leadership burnout is critical for cultivating a sustainable culture of well-being. Simply put: leaders must be well in order to lead well.
Conclusion:
Leaders play a vital role in recognizing, measuring, and addressing burnout risk factors across their organizations. However, unaddressed burnout at the leadership level can amplify organizational dysfunction and jeopardize long-term success. By acknowledging these risks and prioritizing their own well-being—putting their oxygen mask on first—leaders can better navigate uncertainty, safeguard their teams, and strengthen the resilience of the healthcare workforce.
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