Burnout and Organisational Resilience in the Non-Profit Sector

Burnout has emerged as one of the most significant challenges threatening the sustainability and legitimacy of non-profit organisations. Unlike temporary stress, burnout is a chronic and systemic condition that undermines both individual wellbeing and organisational performance. This article integrates perspectives from psychology, sociology, and governance studies to analyse burnout as a structural issue rooted in organisational design, donor dependency, and accountability pressures. Drawing on the Job Demands–Resources model, emotional labour theory, and nonprofit governance research, it demonstrates how resource scarcity and moral overload exacerbate risk for both staff and volunteers. Comparative analysis across the Global North and South highlights the contextual nature of burnout and the necessity of culturally responsive resilience strategies. Ultimately, the article frames burnout prevention as a strategic imperative for boards, executives, and donors seeking to ensure organisational resilience, trust, and long-term mission fulfilment.