Could a reciprocal leadership evaluation be the demise of burnout? Why are performance evaluations a one-way street when leadership and burnout are very closely related?
How many athletic trainers get to evaluate their supervisors (Head AT, AD, manager, etc.) other than just their exit interview?
Remember leadership is defined as the ability to influence a group.
Measuring the leadership capabilities of an immediate supervisor, alongside validated measures of professional well-being and other items that explore job demands and resources, could improve healthcare worker well-being—provided measurement is coupled with the resources needed to galvanize action in response to the data.
It was found that there is a close relationship between employee's ratings of their immediate supervisors across various dimensions and their burnout and job satisfaction. In aggregate, these findings suggest that regular assessment by workers of their leaders’ behaviors, followed by tailored leadership development, could be a useful strategy to include in an organization’s overall approach to improving healthcare worker well-being.
This means that from the leadership evaluations, a composite leadership score for each immediate supervisor also correlated with the prevalence of burnout and satisfaction at the work-unit level.
All surveys included two single-item measures from the Maslach Burnout Inventory to measure emotional exhaustion and depersonalization, both domains of burnout. These items have been shown to stratify the risk of burnout.
All surveys included one item assessing job satisfaction across a 5-point Likert scale: “Considering everything, how would you rate your overall satisfaction with your organization as a whole at the present time?”
The following three items had the strongest Spearman correlations:
* “My immediate supervisor encourages me to develop my talents and skills”
* “My immediate supervisor provides helpful feedback and coaching on my performance”
* “My immediate supervisor empowers me to do my job”.
The National Academies of Sciences, Engineering, and Medicine consensus study report on clinician well-being and the U.S. Surgeon General’s report on healthcare worker well-being advise healthcare organizations to regularly assess healthcare worker well-being and potential contributing work-system factors. Such assessments typically explore multiple dimensions of well-being (e.g., burnout, professional fulfillment, and social support), work experience (e.g., workload, work efficiency, teamwork, and inclusion), and leadership attributes, culminating in long surveys.
Dyrbye, Liselotte N. MD; Satele, Daniel; West, Colin P. MD, PhD. A Pragmatic Approach to Assessing Supervisor Leadership Capability to Support Healthcare Worker Well-Being. Journal of Healthcare Management. 2024:69(4) 280-295. DOI: 10.1097/JHM-D-23-00137
Shelby 7/2024
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