Date of Award

Spring 2024

Project Type

Clinical Doctorate

College or School




Program or Major


Degree Name


First Advisor

Cathleen Colleran

Second Advisor

Rossana Encalada


BACKGROUND: Balancing professional and personal life demands has become a focal point in today’s healthcare organizational culture. Despite the technological advances in providing better and faster healthcare, team members often struggle to achieve work-life harmony while meeting the demands of a growing population of healthcare clients. The evidence highlights nurse leaders as one group for which the identification and implementation of work-life balance interventions is crucial.

METHODS: An original tool based on available evidence was developed and used with a group of nurse leaders participating in an educational activity to engage them in behaviors supporting work-life harmony. A post-educational survey included collecting demographic information, and a statistical analysis followed. Finally, significant findings regarding opportunities for improvement and correlations between demographic data by sub-groups and the different domains of well-being were communicated.

INTERVENTIONS: This project planned an educational activity as its primary intervention. The delivery of that initiative via teleconference included a content expert conducting an in-depth exploration of the different domains of well-being in the Wheel of Well-being, or WoW (Human-Centered Leadership: It Starts with You. The Wheel of well-being, n.d.). A Caritas Coach® provided a live demonstration of relaxation techniques with the leaders' participation. An exhibition of other wellness techniques, such as utilizing white space and the available organizational resources, was also presented and later electronically distributed as a toolkit after the session.

RESULTS: The pre-educational intervention survey, designed by the project leader to establish a baseline measurement of participants' well-being, showed an acceptable internal consistency or reliability of Cronbach’s Alpha of 0.71. The group shared similar approaches to activities and behaviors linked to the domains of well-being included in the assessment, although some growth opportunities were also demonstrated. The data furthermore suggests that demographic variables played a role in the participants’ confidence in adopting the tools of well-being presented during the intervention.

CONCLUSIONS: Organizational well-being and work-life harmony improvement start with leaders understanding the need to incorporate specific behaviors, model them with other team members, and make them part of the systemic culture. The results of this project suggest the potential of the interventions used to engage participants in behaviors that improve well-being and underline the differences between individual experiences, diverse needs, and limitations, highlighting the importance of personalized interventions.

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