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A Focus on Leadership Communication and Feeling Valued to Prevent Burnout and Turnover Among Healthcare Professionals
Amy M Young1, Chloe Aronoff, Sandy Goel
1From the Ross School of Business, University of Michigan, Ann Arbor, Michigan (A.M.Y.); Department of Radiology, Michigan Medicine, Ann Arbor, Michigan (A.M.Y.); University of Michigan, Ann Arbor, Michigan (C.A.); Department of Psychiatry, Michigan Medicine, Ann Arbor, Michigan (S.G., K.J.B.); and Wellness Office, Michigan Medicine, Ann Arbor, Michigan (S.G., M.J., K.J.B.).
Objective:
The purpose of this study was to examine the relative importance of leadership communication in predicting burnout and intention to stay among faculty and staff while controlling for other factors such as satisfaction with compensation and work-home flexibility.
Methods:
This study involved a secondary analysis of data derived from an organizational engagement survey that included 2336 faculty members (75% response rate) and 17,664 staff members (72% response rate).
Results:
Effective leadership communication was a stronger predictor of burnout and intent to stay than satisfaction with compensation and work-home flexibility. Feeling valued by the organization mediated the relationship between leadership communication and the outcome variables.
Conclusions:
Leadership communication provides a low-cost solution to burnout and staff shortages and is primarily effective because it conveys to both faculty and staff that they are valued by the organization.
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