| dc.description.abstract | In the nonprofit sector, organizations that provide services to victims of violence or abuse present job contexts that are naturally stressful and prone to employee burnout. The aim of this study was to determine the relationship of burnout with employee hope and leader hope. A cross-sectional, correlational research design employed an online survey administered to Family Justice Center Alliance organizations across the United States. The results showed that Hope (r = -.494, p < .001) and leader hope (r = -.283, p = .003) were both significantly correlated to burnout indicating higher levels of hope and leader hope were related to lower levels of burnout in this context. Hope (β = -.192, p = .035) also showed predictive power to burnout, however, leader hope (β = - .076, p = .347) did not. The study supported past research demonstrating higher hope people experience lower levels of burnout, and contributed to the scarce research on leader hope in the workplace. The presence of a correlation between leader hope and burnout, but the absence of predictability suggest further research is needed, as well as a distinct and accurate measure of leader hope.
Keywords: hope, leader hope, burnout, stress, nonprofit, hopeful leadership | en_US |
