Reimagining Work-Life Balance: The Impact of a 4-Day Workweek on Healthcare Leader Burnout and Well-Being

Abstract

Background: Globally, healthcare leaders are experiencing escalating levels of burnout and job dissatisfaction, which are exacerbated by increasing workforce turnover rates. Innovative solutions are urgently needed to address these challenges and stabilize healthcare leadership teams. Aims: This study evaluated the implementation of a 4-day workweek for nursing and respiratory leaders as a strategy to reduce burnout, enhance well-being, and improve workforce stability. Methods: Conducted at two hospitals in the United States, this 4-month pilot study was guided by the Institute for Healthcare Improvement's Joy in Work framework. Thirty-eight healthcare leaders voluntarily transitioned to a 4-day workweek. Biweekly, self-report surveys were used to measure burnout, job satisfaction, and joy in work. Follow-up surveys were conducted 6- and 12-months post-implementation to assess long-term outcomes and scalability. Results: Burnout decreased from 61% to 4%, job satisfaction increased from 71% to 96%, and joy in work rose from 34% to 86%. No changes in patient safety, satisfaction, or hospital-acquired conditions were observed. Qualitative feedback emphasized enhanced work-life balance, improved morale, and decreased emotional exhaustion while identifying challenges related to workload redistribution and ensuring 24/7 accountability. Follow-up data confirmed sustained improvements in well-being and scalability without adversely impacting organizational outcomes.