|dc.description.abstract||Executives of healthcare organizations are leading during a burnout epidemic within the industry. Leadership, especially executive leadership, is intrinsically stressful; how healthcare executives experience their own burnout journey informs their leadership in the context of the broader phenomenon of burnout. Leadership is more often measured by the quality of the response than the gravity of the challenge. Without proper understanding of necessary causes of – and coping strategies for – occupational stress and burnout, executive leaders may struggle to muster a quality response for themselves and for their organizations. This qualitative phenomenology study explored the lived experiences of nine healthcare executives in the context of job burnout who, during the study period, lead one or more ministries within CommonSpirit Health. Primary data collection derived from interviews and findings emerged using an inductive thematic coding process supported by member checking. Two key findings emerged. First, the study participants did not describe themselves as experiencing burnout during the study period. Second, although not burned-out, the study participants did share detail on the structural elements of their jobs that create stressors and frustrations. Supporting themes include resilience, self-awareness and the need for a supportive structure, and structural violence. Perhaps the participants were not burned-out because they possess a more positive disposition, are happy, and are resilient given their lived experiences. A practical recommendation based on the study findings is provided along with suggestions for future research.
Keywords: burnout, healthcare, executives, happiness, resilience, self-care, structural violence||en_US