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leadership and development

Associate Editors: Michael R. Bleich, PhD, RN, NEA-BC, FNAP FAAN ,
Jan Jones-Schenk, DHSc, RN, NE-BC
Author: Jan Jones-Schenk, DHSc, RN, NE-BC

Burnout 3.0

it is an important dichotomy to proving recognition, treatment, and

abstract
Although burnout has long been
discussed and recognized in nurses,
the fact that it is now classified in
the World Health Organization’s
International Classification of Diseases
brings it back into the forefront.
Dismissal of burnout as a generational
construct or a lack of resilience
carries significant risks for
individuals, organizations, and the clients
they serve. Purpose-driven work
actually may exacerbate the rise
of burnout. [J Contin Educ Nurs.
2019;50(8):345-346.]
consider. In her recent article “When
Passion Leads to Burnout,” Moss (2019)
claimed:
While burnout can affect anyone,
at any age, in any industry, it’s
important to note that there are certain
sectors and roles that are at increased
risk, and purpose-driven work—that
is work people love and feel
passionately about—is one of them. (p. 1)
imT
his claim and an assortment of
studies with supporting data help to
explain why the World Health
Organization (WHO, 2018) recently
included burnout in the International
Classification of Diseases. While
stopping short of characterizing
burnout as a disease, this designation
support.
The WHO (2019) definition
includes three characteristics:
• Feelings of energy depletion or
exhaustion.
• Increased mental distance from
one’s job, or feelings of negativism or
cynicism related to one’s job.
• Reduced professional efficacy.
WHO IS AT RISK?
While feeling connected to one’s
work and enjoying the passion of its
pursuit has many benefits, a recent
study also revealed the dark side of
purpose-driven work. According
to Whiteside (2019), “results
indicated that purpose-driven

N
ursing burnout was a as a syndrome takes a big step employees are significantly more stressed
discussion topic over 20 years ago, forward in recognizing symptoms and than non-purpose driven employees,
and during that time raising awareness about the insidious and reported significantly lower
detractors were prone to blame unengaging nature of burnout as an occupational levels of general well-being, resilience,
and monotonous work, phenomenon. Prior discussions about and self-efficacy” (section 4). These
understaffing, and generational differences in burnout had an air of personal findings are especially significant in
work–life expectations. With the opinion that tended to dismiss burnout as health care, and particularly for
rise of writings and research about a legitimate issue, resulting in less physicians and nurses who are strongly,
purpose-driven work and the passion attention or validation of the problem. emotionally attached to their work.
and love that follow it, there is a WHO did not jump to a conclusion This attachment manifests as higher
revival of defining burnout as a about burnout but took the levels of engagement, inspiration, and
phenomenon with significant impacts and classification step after consultation with a willingness to go above and beyond.
strong evidence. Somehow, variety of global workforce experts who It also carries the darker side of
individuals drawn to mission-focused work, wanted to bring greater clarity and insufficient boundaries between self and
work related to helping others, and visibility to the effects of burnout on work and a significantly higher risk
work associated with deep passion are the global health workforce and refine for the symptoms of burnout. The
the most vulnerable to burnout and the definition with an eye toward weight of the purpose can drive
higher levels of stress, reduced resilience,
Dr. Jones-Schenk is Academic Vice President, College of Health Professions, Western Governors and self-efficacy. This seems
University, Salt Lake City, Utah. somewhat counterintuitive as we consider
The author has disclosed no potential conflicts of interest, financial or otherwise. the value and benefit of engaging in
Address correspondence to Jan Jones-Schenk, DHSc, RN, NE-BC, Academic Vice President,
College of Health Professions, Western Governors University, 4001 S. 799 E., Salt Lake City, UT 84107;
work that has meaning. The perceived
e-mail: jan.jonesschenk@wgu.edu. value of meaning is so great that
doi:10.3928/00220124-20190717-03 leaders of organizations may be more

The Journal of Continuing Education in Nursing · Vol 50, No 8, 2019 in345

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clined to dismiss the implicit dangers
in this risk factor and may tend to
assume that highly engaged and
effective purpose-driven employees can
figure out the problems of their
growing stress on their own—a dangerous
and potentially costly mistake
resulting in losses of talent, overall culture,
and recognition of the leader’s role in
workforce well-being.
WHAT IS A PROFESSIONAL
DEVELOPMENT LEADER TO DO?
A culture of support, empathy, and
recognition is essential to counteract
the dangers described in this article.
Surprisingly, the study by Whiteside
(2019) found that purpose-driven
employees reported significantly
lower levels of recognition than
employees who reported working in
nonpurpose-driven environments. Is
this a manifestation of a mindset that
doing good work is its own reward, or
346
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is it potentially related to
outcomefocused environments where
recognition is based on results and not effort? is a valued asset. Losing impassioned
Whatever the cause, the cure is within
reach and begins with greater
awareness of the reality of burnout, the
greater susceptibility of the
purposedriven employee, and a willingness their employees.
of all leaders to focus more intensely
on this problem. Supporting
employees in setting boundaries within their Moss, J. (2019). When passion leads to burnout.
work is another strategy that can help
to mitigate the growing challenge of
employees feeling that they must be
available at all times. Technology is
a factor, and fears about being out
of contact contribute to the inability
for employees to feel safe in creating
boundaries and pushing for greater
balance. In the presence of
significant burnout, leaders must be able
to recognize the symptoms and be
more proactive in providing
quantifiable support, guidance on limits, and
prioritization advice. Finally, the
engaged and purpose-driven employee
employees to a preventable
phenomenon is unwarranted. Good leaders
know their most important role is to
ensure the health and well-being of
REFERENCES
Retrieved from https://hbr.org/2019/07/
when-passion-leads-to-burnout
Whiteside, D. (2019). The anatomy of a
purposedriven workforce.
Retrieved from https://
World Health Organization. (2018). ICD-11 for
mortality and morbidity statistics. Retrieved
from https://icd.who.int/browse11/l-m/en
World Health Organization. (2019). Burn-out
an “occupational phenomenon”:
from https://www.who.int/mental_health/
evidence/burn-out/en/
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