Burnout in Health Professionals According to Their Self-Esteem, Social Support and Empathy Profile

Professionals in the healthcare field are in situations that could be a source of stress and sometimes develop burnout syndrome. Self-esteem, social support, and empathy are variables which intervene and influence the appearance of this syndrome. Identify healthcare professional profiles based on se...

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Published inFrontiers in psychology Vol. 9; p. 424
Main Authors Molero Jurado, María Del Mar, Pérez-Fuentes, María Del Carmen, Gázquez Linares, José Jesús, Barragán Martín, Ana Belén
Format Journal Article
LanguageEnglish
Published Switzerland Frontiers Media S.A 20.04.2018
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Summary:Professionals in the healthcare field are in situations that could be a source of stress and sometimes develop burnout syndrome. Self-esteem, social support, and empathy are variables which intervene and influence the appearance of this syndrome. Identify healthcare professional profiles based on self-esteem, empathy and perceived social support, and analyze the extent to which these profiles show differences in developing burnout. The sample was made up of 719 healthcare professionals with a mean of 38.52 years of age. The Short Questionnaire of Burnout, the Rosenberg Self-Esteem Scale, the Perceived Social Support Questionnaire and the Basic Empathy Scale were used. The results of a cluster analysis with self-esteem, empathy, and perceived social support showed four groups/profiles. Two of them, which included professionals with low self-esteem, differed in the rest of the characteristics. Furthermore, significant differences in burnout scores were found among the groups identified. The results show the need to study burnout with attention to individual and or social characteristics, where self-esteem is shown to be one of the explanatory variables making the main differences among the groups.
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Edited by: Gabriela Topa, Universidad Nacional de Educación a Distancia (UNED), Spain
Reviewed by: Francisco Manuel Morales, University of Málaga, Spain; M. Adelina Guisande Couñago, Universidad de Santiago de Compostela, Spain
This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology
ISSN:1664-1078
1664-1078
DOI:10.3389/fpsyg.2018.00424