Burnout in Churches and Christian Faith-Based Organisations

Preventing Burnout and Toxic Stress
This section explores ways to prevent burnout using well-known literary sources as well as interviews
from leaders in Churches and Christian faith-based organisations. The aim is to identify helpful
strategies and best practice to ensure rewarding and satisfying workplace environments. Table 1
outlines a process for exploring and overcoming burnout and toxic stress, which is followed by a case
study that illustrates how changes can be made to an organisation aiming to reducing burnout.
1. Know the problem: explore the origins and definition of burnout
The work of Maslach et al. in the 1970s has been foundational in understanding burnout. Maslach
and her team were one of the first leading researchers to highlight, identify and create a measuring
tool (Maslach Burnout Inventory, MBI) to conceptualise and give voice to an invisible syndrome
that was impacting the workforce. Burnout was originally applied to the helping professions such
as social workers and health care providers where prolonged stress of a highly demanding work
environment saw high turnover of staff and absenteeism. Now it is widely accepted that burnout can
occur in any profession.
2. Know the signs: explore the physical, emotional, behaviour symptoms
The road to burnout is slippery and sadly one that is well travelled. Burnout does not happen
overnight; it is an accumulative process. It can take years to identify that something is out of
balance. Sadly, those who have experienced the profound effects of burnout have often seen the
signs too late.
One of the persistent messages that leaders have stated regarding the experience of burnout is
that they could no longer carry on with their responsibilities and there was a voice inside saying “I
don’t want to do this anymore, get me out of here”. Being aware of the signs and symptoms can alert
leaders when they might be on the road to burnout so that changes can be made earlier.
3. Know the causes: explore the external factors that causes stress and exhaustion
Based on the work of Foss (2002), Adams et al (2017), and Bloom (2017) this section explores the
major causes of burnout amongst Christian Leaders.
1. Role ambiguity
Leaders are expected to be spiritual and societal role models, administrators, employers, counsellors,
managers, pastoral workers, life coaches, fundraisers, mediators, and providers of physical support,
just to name a few aspects of the role. The role of many leaders appears limitless, unclear and
difficult, as can be seen in the struggle they experience when answering the question “what do you
do?” In Church life, there is often no job description regarding work outside of services and pastoral
visits, or the contents might be vague, as in the Anglican Church, with “the cure of souls”, for the
whole parish. Whilst admirable, the nebulous nature of this task is immeasurable and intangible and
therefore it is impossible to prove success and experience job satisfaction.
2. Role Overload/under resourced
Burnout often occurs when a leader is overworked, under resourced, and their expectations of their
calling slowly erodes into discouragement and disillusionment, believing their work is never done
and doubt that their efforts make any difference. There are high expectations on leaders regarding
service demands, celebrating holy-days, being available 24/7 to support congregants in all types of
crisis. The demands on their time, energy and commitment can be relentless and at times thankless.
Managing of resources such as volunteers and finance can also be challenging and there is a
significant risk that a leader takes on more than they can handle, especially where there is no one
else available.
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