Capella FPX 4905 Assessment 5
Name
Capella University
NURS-FPX4005 Nursing Leadership: Focusing on People, Processes, and Organizations
Prof. Name
Date
Nurse burnout is a state of physical, emotional, and mental exhaustion caused by prolonged stress and irresistible job demands in healthcare settings. According to the Centers for Disease Control and Prevention (CDC), 46% of U.S. health workers felt frequent or extreme burnout in 2022, up from 32% in 2018 (CDC, 2023). This proposal addresses nurse burnout at Texas Children’s Hospital, a leading pediatric facility in Houston, Texas. This plan proposes an interdisciplinary team approach to reducing burnout.
This plan will execute an interprofessional team approach to reduce nurse burnout at Texas Children’s Hospital by fostering interdisciplinary collaboration. It enhances emotional and organizational support and promotes equitable workload distribution. Achieving this goal is expected to improve organizational outcomes by increasing staff retention, reducing turnover, and cultivating a culture of teamwork and mutual accountability. Improved nurse health will improve pediatric patient outcomes by supporting consistent, compassionate care delivery and building a resilient, engaged nursing workforce.
Initially, interdisciplinary collaboration may need extra meeting time. However, enhanced communication and collective decision-making will rationalize workflows, decreasing task repetition and facilitating nurse workloads.
Resources should include on-site access to trained psychologists for counseling, weekly resilience workshops tailored to the demands of pediatric care, and peer support forums. Collaborating with mental health specialists and providing confidential support will help nurses deliver complete care.
Flexible scheduling will enhance nurses’ health and decrease fatigue. It will promote better focus and reliable patient care, and sufficient staffing will uphold patient safety.
Success will be evaluated by monitoring nurse burnout levels, staff retention rates, patient outcomes, and the efficiency of interdisciplinary collaboration through constant surveys and performance appraisals over six to twelve months.
Kurt Lewin’s change management model offers a structured framework for addressing pediatric nurse burnout at Texas Children’s Hospital by methodically going through three stages. It includes unfreezing, changing, and refreezing (Stanz et al., 2021). In the unfreezing stage, leadership will highlight how burnout adversely affects pediatric care quality and nurse retention. It creates urgency for collaborative action. During the changing stage, interdisciplinary teams will introduce supportive scheduling practices.
This expands access to mental health resources and promotes standardized communication tools like SBAR (Situation, Background, Assessment, Recommendation) to improve team coordination. In the refreezing stage, these strategies will be integrated into hospital policy through constant evaluation, staff involvement, and feedback loops. This model guarantees sustainable development by empowering nurses. It fosters interdisciplinary collaboration and reinforces a healthy and quality care culture.
Transformational Leadership (TL) addresses nurse burnout at Texas Children’s Hospital by fostering collaboration, motivation, and a unified vision (Ystaas et al., 2023). Nurse managers can apply personalized thought to meet pediatric nurses’ emotional and professional needs by providing access to mental support services, such as peer-support programs and counseling, and ensuring equitable workload distribution. Through inspirational motivation, leaders can communicate the goal of reducing burnout and enhancing the work setting. This promotes staff engagement, trust, and long-term commitment (Ystaas et al., 2023).
For instance, the University of California, San Francisco (UCSF) Benioff Children’s Hospital implemented TL strategies. UCSF’s Magnet recognition highlights its excellence in nursing, with nurses experiencing less burnout and greater job satisfaction compared to most hospitals (UCSF Benioff Children’s Hospitals, 2025). This resulted in a measurable drop in reported burnout symptoms and improved department communication. Intellectual stimulation empowered these teams to develop innovative clinical strategies, such as rotating rest breaks and flexible scheduling. These changes boosted morale and improved patient care quality and staff retention. By valuing staff input and modeling transparency, TL fosters a culture of trust and collaboration. At Texas Children’s Hospital, this leadership style will continue to enhance nurse well-being, improve retention, and elevate the overall quality of pediatric care.
Texas Children’s Hospital’s interdisciplinary team addressing nurse burnout includes nurse managers, pediatric nurses, mental health specialists, and hospital administrators. Nurse managers will lead the execution of the burnout reduction plan. It offers constant support and monitors nurses’ health through regular surveys while coordinating supportive scheduling. Pediatric nurses will provide feedback and engage in peer support programs to foster emotional resilience. Mental health specialists will facilitate weekly wellness workshops and offer confidential counseling services (Flaubert et al., 2021). Hospital administrators will regularly assess staffing levels. It optimizes resource allocation and analyzes burnout and retention data quarterly to safeguard sustainable improvements in nurse well-being and patient care quality.
The collaboration approach will incorporate SBAR to standardize communication and Solution-Focused Brief Therapy (SFBT) to support nurses’ emotional resilience. SBAR will enhance clarity and accuracy during patient handoffs among pediatric nurses, physicians, and other healthcare team members, minimizing miscommunication. It contributes to nurse stress and burnout (Lo et al., 2021). SFBT will equip nurses with effective coping strategies by emphasizing solutions and strengths rather than dwelling on problems. It promotes positive emotional well-being (Kong et al., 2024). For instance, the SBAR communication tool at the Mayo Clinic is integrated into interprofessional teamwork training to enhance clarity, patient safety, and team collaboration (Wingo et al., 2024). These approaches will foster open dialogue and reinforce collaboration. This outline aims to sustain nurse health and the quality of care.
The plan to address nurse burnout at Texas Children’s Hospital requires resources for execution. Key staffing includes pediatric nurse managers, bedside nurses, mental health experts, and hospital managers who will dedicate time to monitor stress levels. They conduct wellness sessions and optimize scheduling practices. Existing resources such as private counseling rooms and digital communication platforms will facilitate mental support and SBAR execution. Extra costs involve partnering with mental consultants, $150–$180 per session, and delivering peer support and resilience training programs, $500–$1,000 annually. Required data access includes patient records, nurse scheduling, and burnout survey results.
It will leverage existing hospital systems without incurring extra costs. The estimated financial impact of implementation, including staffing time and external mental health services, ranges from $15,000 to $20,000 annually. It supports sustainable improvements in nurse well-being and pediatric care delivery. At Texas Children’s Hospital, similar wellness initiatives have reduced nurse turnover by 15% over a year. For example, integrating peer support groups in the pediatric ICU led to measurable decreases in reported stress and improved teamwork.
If the plan is not executed, nurse burnout can intensify. It leads to higher staff attrition and diminished care quality. This would require increased recruitment, onboarding, and training costs, which places extra strain on organizational resources. Burnout-induced fatigue can elevate the risk of clinical errors, which exposes the facility to legal repercussions and potential accreditation issues (Jun et al., 2021). Inconsistent care delivery erodes patient satisfaction and trust. It damages Texas Children’s Hospital’s reputation and weakens community confidence in its services.
CDC. (2023, October 24). Health Workers Face a Mental Health Crisis. Centers for Disease Control and Prevention. https://www.cdc.gov/vitalsigns/health-worker-mental-health/index.html
Flaubert, J. L., Menestrel, S. L., Williams, D. R., & Wakefield, M. K. (2021). Supporting the Health and Professional Well-being of Nurses. In www.ncbi.nlm.nih.gov. National Academies Press. https://www.ncbi.nlm.nih.gov/books/NBK573902/
Jun, J., Ojemeni, M. M., Kalamani, R., Tong, J., & Crecelius, M. L. (2021). Relationship between nurse burnout, patient and organizational outcomes: Systematic review. International Journal of Nursing Studies, 119. https://doi.org/10.1016/j.ijnurstu.2021.103933
Kong, Y., Zhang, Y., Sun, P., Zhang, J., Lu, Y., Li, J., & Zheng, Y. (2024). Interdisciplinary cooperation with solution-focused brief therapy to reduce job stress, burnout, and coping in Chinese nurses: A randomised controlled trial. Heliyon, 10(22), e40138. https://doi.org/10.1016/j.heliyon.2024.e40138
Lo, L., Rotteau, L., & Shojania, K. (2021). Can SBAR be implemented with high fidelity and does it improve communication between healthcare workers? A systematic review. British Medical Journal Open, 11(12). https://doi.org/10.1136/bmjopen-2021-055247
Stanz, L., Silverstein, S., Vo, D., & Thompson, J. (2021). Leading through rapid change management. Hospital Pharmacy, 57(4), 422–424. https://doi.org/10.1177/00185787211046855
UCSF Benioff Children’s Hospitals. (2025). Magnet Recognition. Ucsfhealth.org. https://www.ucsfbenioffchildrens.org/about/magnet-recognition
Wingo, M. T., Halvorsen, A. J., Leasure, E. L., Wallace, J. A., Huber, J. M., Mathias, T. R., & Thomas, K. G. (2024). Enhancing team development in an internal medicine resident continuity clinic. Medical Education Online, 29(1). https://doi.org/10.1080/10872981.2024.2430570
Ystaas, L. M. K., Nikitara, M., Ghobrial, S., Latzourakis, E., Polychronis, G., & Constantinou, C. S. (2023). The impact of transformational leadership in the nursing work environment and patients’ outcomes: A systematic review. Nursing Reports, 13(3), 1271–1290. https://doi.org/10.3390/nursrep13030108
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