https://padlet.com/mgarris1/rizzbbkp0zhc by Martha Garris en-us 2017-04-29 20:08:27 UTC 2017-04-30 19:19:14 UTC hello@padlet.com https://padlet-assets.s3.amazonaws.com/icons/Bigthunderstorm.png mgarris1 https://padlet.com/mgarris1/rizzbbkp0zhc/wish/169028417

If the nurse is not currently involved in preventing burnout or simply isn’t aware of it, the first recommendation is awareness of burnout predictive factors. Identifying these and determining which apply to the nurse as an individual is critical in determining to what extent participation is required to avoid burnout. The predictors include: understanding self-efficacy, high and prolonged workloads, and negative working conditions (Wang, Liu, & Pharm, 2015). From there, the nurse must determine which factors are able to be modified or addressed.

The nurse in a leadership position can also work with staff to understand their strengths and weakness, which addresses understanding self-efficacy, fairly distributing workload, and promoting a well-managed unit and empowering work environment (Wang, Liu, & Pharm, 2015).

Nurses affected by burnout can utilize employer provided resources, such as Employee Assistance Programs (EAP). EAP is a form of counseling to help the nurse develop strategies to identify and manage stress and emotional health needs (Henry, 2014).

Nurses in leadership positions can utilize leadership styles that promote empowerment in their staff, which decreases the likelihood of burnout (Laschinger, Borgogni, Consiglio, & Read, 2015). One such style is the authentic leadership style, which relies on the leader being sincere, promoting open communication, having a strong foundation of ethics, and promoting input from staff (Laschinger, Borgogni, Consiglio, & Read, 2015). 

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