Dr. Aastha Malhotra On Supporting Wellbeing And Preventing Social Entrepreneurship Burnout

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Dr. Aastha Malhotra is a “pracademic”, bridging academia and practice to advance equity through social innovation. With 20+ years of global experience, she supports social purpose organisations and social enterprises to navigate complex change while amplifying impact.

Her work spans designing prison rehabilitation programs in India, fostering inclusive employment for people living with HIV in Canada, and co-creating entrepreneurial solutions with marginalised communities in Queensland—all challenging systemic inequities.

As a Senior Lecturer and Higher Degree Research Coordinator at the University of Southern Queensland (UniSQ), Aastha shapes curriculum, mentors’ researchers, and leads capacity-building applied research projects. She also leads the Social Innovation and Inclusion stream under UniSQ’s Centre for Health Research’s Health Equity theme, merging health outcomes with social impact.

Awarded for initiatives like digital inclusion for refugee women, change readiness for impact and innovation tackling ‘wicked problems’— her accolades include winning the RUN National Pitch Competition, UniSQ’s Excellence Award in Educational Leadership and ANZAM’s Excellence Award in Promoting Learning & Teaching. Passionate about turning research to action, Aastha is active in the social impact ecosystem through consultancies, workshops, and advisory roles.

Dr. Malhotra discusses her passion for empowering purpose-led organisations, the importance of wellbeing for social entrepreneurs, and practical strategies to overcome burnout and foster systemic change.

Highlights from the interview (listen to the podcast for full details)

[Indio Myles] - To start off, can you please share a bit about your background and what led you to working in impact and supporting social sector organisations?

[Dr. Aastha Malhotra] - I was born and raised in India, where conversations in my household were deeply shaped by my family’s strong community involvement. Ideas of social impact and civic duty were naturally embedded in our daily life—it was just part of our regular dinner table conversations.

Professionally, I was always drawn to developing technical skills, sustainable design, and entrepreneurship. Yet, even then, I felt an internal pull to align these with social justice and impact.

That drive led me into a variety of hands-on experiences early on—one of the most formative being a project at Tihar Jail, India’s largest prison, where I worked on income generation initiatives. I also spent time in Canada working on inclusive employment projects.

These diverse experiences introduced me to the systemic nature of inequity and disadvantage, and although I wasn’t familiar with the terminology at the time, they were my first encounters with the essence of social innovation. I began to see patterns and possibilities, without yet knowing this was the field I would grow to focus on.

Eventually, I realised while building technical skills was fulfilling, what truly energised me was helping to grow community and organisational capacity for social impact. Personal circumstances brought me to Australia, where I entered academia, spent some time at Social Ventures Australia, and pursued a PhD in management.

This was supported by a social innovation scholarship at UQ Business School, and it allowed me to deepen my research into change readiness, transformational leadership, and how these link with sustainable impact.

Today, I feel very fortunate to be in a position where I can channel my skills—and perhaps more importantly, my curiosity—into various facets of the social change space.

My work spans supporting inclusion outcomes for culturally and linguistically diverse communities, improving the social determinants of health and wellbeing, and helping social purpose leaders navigate the often-complex terrain of creating meaningful, lasting impact.

As a senior lecturer at the University of Southern Queensland, could you please share more about your work as an educator and researcher in social innovation and inclusion?

As academics, we often wear many hats, but I describe myself as a “pracademic”—a blend of a practitioner and an academic. This means I tend to wear even more hats than usual. I bring all these roles into my work as an educator and researcher, and while this makes my role incredibly rewarding, it also requires thoughtful coordination to make sure everything fits together.

What makes this multifaceted approach particularly valuable in the social innovation and inclusion space is how it enables me to work across silos. Often, innovation and change initiatives are unintentionally confined divided by sectors, organisations, or layers of the community.

These divisions aren't always by design; they’re often the result of people juggling work, family, and competing priorities. The beauty of holding multiple roles is that I can navigate between these silos, though admittedly it takes more time and often leads me down unexpected rabbit holes. But that’s where the real magic happens.

As an educator, I’ve had the opportunity to lead curriculum design, serving as the Human Services program director until recently. More recently, I’ve been embedding social innovation modules within our social work and human services qualifications at the university, which I believe is incredibly important.

These modules train future leaders in participatory methods, applied research, and equity-driven practices. Every course I teach includes an industry-based assessment, where students work directly with real-world organisations that are actively navigating change and designing sustainable solutions. This is one example of how I try to break down silos between academia and practice.

Through this interdisciplinary approach, I aim to equip students not just with academic theory, but with the tools and experiences they need to lead meaningful change in complex environments. Training future leaders in participatory methods, applied research, and equity-driven practices is at the core of my teaching.

This work has been recognised through a Learning and Teaching Excellence Award, as well as a grant from ANZAM, which has provided the space to pursue an interdisciplinary approach to developing social innovation learning and teaching materials for tackling wicked problems. It’s allowed me to collaborate with colleagues across education and business, in addition to my core work in social work and human services.

On the research front, I serve as the Higher Degree Research Coordinator for my school and lead the Social Innovation and Inclusion stream within our centre. Again, the theme of breaking silos is central—this role enables me to integrate social innovation and champion the inclusion of marginalised voices in health and wellbeing outcomes, particularly in relation to the social determinants.

One cornerstone of this work—something I’m excited to share more about—is a research project focused on the wellbeing of social purpose leaders in regional, rural, and remote areas. These are the individuals at the heart of social impact, and we’re exploring how their health and wellbeing intersects with the work they do.

Because I juggle different hats and roles, my work is inherently versatile and co-designed with the realities on the ground. Often, I feel like a puzzle piece—a very happy one—that fits into and supports other people’s bigger pictures.

For example, I’m currently involved in an industry collaboration centred on a change readiness and evaluation study. We’re also launching a new evaluation and innovation project regarding food security, which will provide students with a unique opportunity to work alongside a peak body.

I’m fortunate to lead exciting initiatives in social innovation and inclusion, while also contributing my skills in social enterprise innovation, impact evaluation, and strategic change to support other impactful initiatives. That’s what I love most about this space—there’s so much brilliant work underway, and it’s a privilege to play a role in supporting it.

From my understanding, this research project focused on the wellbeing of social enterprise leaders in regional, rural, and remote communities. What insights can you share from leading this work that may help others navigate challenges and drive effective change?

The hope with this project has always been to generate positive interest and keep momentum going, so I’m really pleased to hear that it’s resonating. Just to give a bit of context, this research stemmed from an earlier project examining how social enterprises were pivoting during the COVID-19 pandemic.

That period saw a significant rollout of financial support from the government—initiatives like the Job Keeper fund, for instance. Having worked closely with social enterprises in both regional and urban settings, we could see that while this financial support was certainly valuable, it only told part of the story.

Many organisations were determined to continue delivering their services despite the disruption, because the communities they serve—and the individuals they employed—relied heavily on those services for their wellbeing and livelihood.

For example, if a social enterprise was supporting young people or working with those experiencing mental health challenges, shutting down operations simply wasn’t an option. These organisations felt a strong sense of responsibility to keep showing up, regardless of the external pressures they were facing.

That commitment to continuity, despite the strain, is what led us to explore the wellbeing of social enterprise leaders more deeply. We realised that while these leaders were working tirelessly to support others, their own mental and emotional wellbeing was often being pushed to the margins. That’s where the seeds of this research were planted.

For instance, if an organisation was supporting young people or working with individuals experiencing mental health challenges, the service delivery simply couldn’t stop. Their work was too vital.

Observing this, we began to understand that while these social enterprise leaders were committed to keeping their organisations running, many were also grappling with a significant amount of underlying stress. They were navigating the dual responsibilities of organisational leadership and caring for their own families and personal wellbeing.

That’s what sparked our interest in exploring the wellbeing of social enterprise leaders more deeply. This research became a collaborative project between me and two colleagues at the university. We worked closely as a team, and I’d be happy to share the link to the final report for anyone interested in delving further.

In terms of insights, wellbeing is often conceptualised at the micro level—it’s typically seen as an individual experience. And yes, the data confirmed that social enterprise leaders were personally experiencing wellbeing in various ways. Many expressed a strong sense of purpose and connection, and they deeply valued the work they were doing. That element of wellbeing was certainly present and quite positive. However, it was equally evident that the balancing act required in social enterprise—maintaining a social mission while ensuring financial sustainability—was taking a toll.

This pressure on wellbeing was closely tied to experiences of work-life imbalance. While these leaders felt their work mattered, the systemic strain of juggling multiple priorities was clearly impacting their overall wellbeing. This highlighted that wellbeing, while experienced individually, is profoundly shaped by broader structural and organisational factors.

That’s where we noticed the experiences weren’t always so positive, and while this project represents just the beginning of our work in this area, these initial insights already have important implications, particularly for those currently navigating similar roles.

Because wellbeing is most viewed through a micro-level lens centred on the individual, there’s often a tendency to place the responsibility solely on the person. The expectation becomes that individuals need to get better at setting boundaries, managing stress, and finding balance. While these practices are undeniably important, I believe we also need to shift our attention toward macro-level insights.

While social enterprise leaders feel deeply connected to their purpose and satisfied by their work, it’s the relentless, everyday pressures that become overwhelming. That’s why funders, governments, and ecosystem stakeholders need to actively prioritise leader wellbeing. It's not just about the individual—it’s a matter of organisational sustainability.

Supporting social enterprises goes beyond providing funding for marketing, operations, or business development. It must also include investment in the people at the heart of these organisations. When leaders are supported to move beyond survival mode, they’re better positioned to work upstream, support their teams, and build more resilient and impactful programs.

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So where does this work sit? That’s a key question. Should leader wellbeing be considered a standalone area, or can it be woven into existing leadership development efforts? This requires deeper exploration.

Encouragingly, there are already several organisations doing fantastic work in this space. The opportunity now lies in collaborating and building on those efforts to create a more holistic support system for social impact leaders.

Another important insight from the research emerged at the meso level—that is, the organisational and network level. This layer includes the ecosystem of support systems, collaborations, and peer networks that social enterprise leaders rely on. For those operating in regional, rural, and remote areas, this layer becomes especially critical due to the lack of formal support services in those contexts.

What we found was that many leaders leaned heavily on their peers and local networks for emotional and practical support. There was a clear sense of relief expressed in responses—people said things like, “It’s so good to hear this; it means I’m not crazy. It means I’m not alone.” These comments underscored how validating it was simply to have their struggles recognised and shared.

Some participants shared confronting personal experiences: waking at 4:00 AM to manage household responsibilities before the workday began, or in more extreme cases, crying on their way to work or reaching a point of burnout where stepping away became necessary. These reflections highlight the emotional toll leadership can take, and why it’s so important to foster open conversations around wellbeing.

To anyone in this space, I encourage you to reach out to your networks. Build that emotional scaffolding around yourself, because you are not alone in these challenges. As part of our research, we’ve developed a wellbeing guide that explores these themes in more depth, offering insights and suggestions grounded in the lived realities of social enterprise leaders.

Lastly, circling back to the micro level—yes, wellbeing is ultimately experienced by individuals. It’s the person waking at 2:00 AM with a racing heart, or juggling parenting responsibilities while managing impact-driven work. I don’t claim to be a wellbeing expert, but I am someone who cares deeply about those doing this important work.

From one learner to another, I can say that even small shifts matter. A 30-minute change in your daily routine can have a transformative effect over the span of a 30-year career. Please, don’t overlook this—your wellbeing is vital, not just for you, but for the communities and causes you serve.

What challenges do leaders and organisations face when striving to deliver meaningful change, and how would you recommend that leaders navigate these obstacles effectively?

To continue from our earlier conversation, one of the most prominent challenges is burnout—it’s real and deeply felt across the sector. A lot of the work within social purpose organisations is crisis driven.

One quote from our research that really stuck with me was, “No plan survives first contact.” That perfectly captures the intensity of the environment—whether people are starting their day at 9am or 6am, they’re often thrown straight into reactive mode.

To address this, one opportunity lies in creating intentional space within the week—carving out time that’s not crisis-focused. Strategies like time blocking can be incredibly effective in regaining control and ensuring that reflection and planning aren’t continually sidelined.

Feeding these insights upstream is also critical—research projects like ours exist not just to document these challenges but to elevate them to the attention of decision-makers and funders who can help shift the system.

Designing sustainable internal processes that support better work-life balance and clear boundaries is another vital step. This is where practical tools like the growth mindset approach comes into play. From our conversations, we heard examples of how integrating these tools—like embracing the power of “and” rather than “but”—can help reshape organisational thinking and promote more adaptive, balanced leadership.

Ultimately, while the challenges are significant, there are practical ways to begin addressing them—both through internal strategies and systemic advocacy that ensures those leading impact are also supported in sustaining it.

That mindset shift—from using “but” to embracing “and”—has been quite helpful for me personally. It’s a small, everyday practice that can make a big difference. But beyond individual habits, it's equally important to have structural guardrails in place within organisations.

This could include Employee Assistance Programs (EAP), mental health training for staff who may frequently encounter crisis situations or embedding wellbeing-focused modules into professional development initiatives. If it suits the organisational culture, practices like meeting-free workdays can also be effective.

There’s no one-size-fits-all solution, it depends on each organisation’s context and capacity. What matters most is keeping these considerations on the agenda. They shouldn't be seen as peripheral to crisis response or impact delivery; rather, they should sit alongside them as priorities in their own right.

Another key challenge occurs at the organisational level. We often talk about social impact in terms of changing something external—improving community outcomes or addressing a systemic issue. But in focusing so heavily on external change, we can sometimes neglect the internal transformations that are equally essential to sustaining impact.

Whether it's navigating restructures, managing growth, or running strategic planning sessions, organisations must also turn the lens inward. A core challenge in becoming—and remaining—impact ready is ensuring that your mission aligns with daily operations.

It’s about bridging the gap between aspirational goals and the realities of delivering them on the ground. This internal alignment is not just a “nice-to-have”—it’s foundational for long-term, sustainable change.

This organisational alignment challenge also brings up deeper questions about how power and resources are distributed internally. For instance, where does decision-making authority sit? Are there budgets allocated for adaptive learning, allowing staff to evolve their practice rather than being solely focused on program delivery? Including staff and community voices through co-design in strategic planning processes can be incredibly valuable.

I recently came across the concept of an “adaptive sprint”—a process where organisations deliberately set aside time to reflect on current practices and assess what needs to change to stay responsive and effective. I found this idea fascinating. It encourages intentional adaptation, rather than defaulting to reactive patterns. However, there’s a reality check that comes with this.

Many social purpose organisations are small to medium in size, and while these practices sound ideal, resourcing them adds another layer of pressure. That’s why broader macro-level support is essential. I’m a strong advocate for building those supports through meaningful partnerships, particularly between universities and industry, so these challenges aren’t left solely on the shoulders of already stretched individuals and organisations.

Too often, when we ask, “how can this be navigated?” the burden falls back on those who are already doing the heavy lifting. I want to be clear: this moment presents an important opportunity to strengthen and scale the systemic supports that can help organisations not only survive but thrive. The responsibility should be shared more equitably across the ecosystem.

What inspiring projects or initiatives have you come across recently creating positive change?

I always get a bit nervous answering this question because I know I’ll wake up at 3am in a few days thinking, “Why didn’t I mention that organisation?” Every day I’m learning about incredible initiatives, and so many of them are doing such important work.

One initiative that stands out right now is the Queensland First Office of Social Impact. It’s an exciting development here in Queensland and a testament to the decades of hard work that have gone into building the social innovation ecosystem.

What’s particularly promising is how it recognises that social innovation can drive improved outcomes across areas like education, employment, and more. It’s a great example of macro-level support—policy-driven efforts that help dismantle silos and build capacity across the sector. My hope is that in the years to come, this work becomes deeply embedded within the broader social impact ecosystem.

Another exciting update comes from the Global Entrepreneurship Monitor (GEM), which has been around for many years. They’ve recently launched a new collaboration focused on identifying deeper insights into the social and environmental priorities of entrepreneurs worldwide.

This, to me, is another example of bridging silos—specifically between the social mission of “social enterprise” and the entrepreneurial mindset that drives innovation. It’s a reminder that we can achieve far more when those two worlds are in dialogue.

Beyond my work in social innovation and strategic change, I’m also deeply passionate about permaculture and wildlife care. Anything that brings environmental consciousness into the mix tends to catch my attention.

One initiative I admire is SeaBin, which filters microplastics and plastic pollution from the ocean. I think it’s a fantastic example of how technology, government, and the private sector can collaborate to solve environmental challenges in a tangible way.

Another organisation I’ve only recently discovered is Seedsational. They develop multilingual educational resources to help children learn about sustainable living and how to care for the environment by planting trees and understanding ecosystems. I don’t know a great deal about them yet, but I’m very interested in following their work—it ticks all the boxes in terms of grassroots education, environmental care, and inclusivity.

To finish off, what books or resources would you recommend for our audience?

There are a few that I regularly return to and recommend to others, especially those interested in social innovation and leadership.

First, The Open Book of Social Innovation, co-authored by Geoff Mulgan, is a fantastic resource. It’s open-source and lays out a six-step process that’s both evidence-based and incredibly practical. Social innovation can sometimes feel abstract or intangible—how do you show up and “do” social innovation? This book really helps ground that concept in tangible action, and I also use it in my teaching.

Another one is Becoming a Master Manager: A Competing Values Approach by Robert Quinn. While it’s more of a traditional for-profit management book, the concept of “competing values” is especially relevant for changemakers. It reflects that constant balancing act that sits at the heart of social innovation—navigating purpose, process, people, and performance all at once.

The next two are a bit more personal. Mindset by Carol Dweck is an excellent resource that ties into our earlier discussion about growth mindset. It’s a simple yet transformative read that has helped many leaders—and me included—reshape how they approach challenges and setbacks.

Then there’s Quiet by Susan Cain, which I’d highly recommend to any fellow introverts out there. This book really changed the way I view myself and how I interact with the world. In fact, it gave me the confidence to join conversations like this one and share my story. It’s deeply affirming and empowering.

Finally, I’d love to gently plug a book I co-edited while at the University of Queensland. It’s called Transformational Leadership for Not-for-Profits and Social Enterprises. Though it was published a few years ago, it’s still very relevant. The book brings together different theoretical perspectives that social innovators use in their work and includes Australian case studies that reflect our local context. It’s a resource I’m proud of, and I hope others find it valuable too.