The COVID-19 pandemic intensified concerns about burnout in healthcare leadership, yet evidence specific to nurse managers remains fragmented. This integrative review synthesized recent research, organized burnout-associated factors using the Job Demands–Resources (JD–R) model, and examined pre-pandemic and pandemic-era shifts in research focus. Following Whittemore and Knafl’s methodology, four databases (Ichushi-Web, PubMed, CINAHL, and MEDLINE) were searched for peer-reviewed quantitative, qualitative, and mixed-methods studies published from 1 April 2019 to 31 August 2025 that examined burnout levels, prevalence, or related factors among nurse managers. Extracted findings were mapped to Job demands, Job resources, and Personal resources and compared according to the data-collection period. Twenty-five studies were included, with substantial heterogeneity in burnout instruments and cutoff values. Core job demands related to managerial responsibility, workload, and resource management were identified throughout the literature, while pandemic-era studies additionally highlighted frequent protocol changes, heightened uncertainty, and fear of infection. Key resources included organizational support, positive team communication, peer support, and adequate workload and material resources, and resilience was more frequently reported in pandemic-era studies. Overall, the findings demonstrate how crisis-related shifts in demands and resources shape burnout risk among nurse managers and support the application of JD–R–informed, context-adaptive prevention strategies. They also underscore the need for standardized burnout assessment and more robust interventional and longitudinal research.
Matsumoto et al. (Tue,) studied this question.