Date

4-29-2026

Department

Graduate School of Business

Degree

Doctor of Philosophy in Organization and Management (PhD)

Chair

Latoya Wanser

Keywords

leadership strategy, burnout, transformational leadership, job demands-resources model

Disciplines

Leadership Studies

Abstract

Burnout among registered nurse leaders has intensified within academic medical centers, where increasing clinical demands, staffing challenges, and organizational complexities converge. This qualitative single-case study explored how 32 nurse leaders within the experienced and responded to burnout, and how leadership strategies shaped emotional resilience and team well-being. Guided by the Job Demands–Resources model and transformational leadership theory, data were collected through semi-structured interviews and analyzed using memoing, coding cycles, and NVivo-assisted thematic analysis. Findings revealed that burnout was largely driven by workload intensity, emotional labor, and misalignment between demands and available resources. Transformational leadership strategies, including individualized support, relational transparency, and advocacy, functioned as protective factors that promoted engagement and psychological safety. The study concludes that burnout is a systemic issue requiring both relational leadership and structural investment. Recommendations include strengthening leadership development, expanding organizational resources, and fostering cultures that support shared purpose, resilience, and compassion.

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