Burnout in the information technology sector: Does leadership matter?

Hetland, Hilde; Sandal, Gro Mjeldheim; Johnsen, Tom Backer

doi:10.1080/13594320601084558

Cited by 162 publications

(141 citation statements)

References 42 publications

Supporting

Mentioning

121

Contrasting

Unclassified

Order By: Relevance

“…This lends support to both Hypothesis 1 and existing research [33,36,55]. Further, destructive leader behavior also added significantly to the prediction of work engagement (4.7%), indicating that exposure to destructive leadership is associated with a lower degree of work engagement in the respondents and supporting our Hypothesis 2.…”

Section: Discussionsupporting

confidence: 69%

“…Several studies have supported a positive relationship between destructive leadership and burnout, mostly in health care contexts. Kanste et al found that the experience of laissez-faire leadership in the health care sector correlated positively with all the three dimensions of burnout, while Hetland et al found destructive leadership to increase the risk of burnout among subordinates [33,36]. However, the influence of destructive leadership on burnout in a military context requires further exploration.…”

Section: Burnoutmentioning

confidence: 99%

“…Burnout may also be a consequence of overly demanding work environments including destructive leadership, but also appears related to personality traits [30][31][32]. Burnout is often described as three-dimensional, consisting of a) exhaustion (considered the core component of burnout [33], b) cynicism, and c) professional efficacy [34]. Symptoms include extreme fatigue, indifference and distancing which may cause absenteeism and somatic symptoms as well as reduced work performance [32,35].…”

Section: Burnoutmentioning

confidence: 99%

See 2 more Smart Citations

Running Head: Destructive Leader Behavior in the Norwegian Armed Forces

Johansen¹,

Platek²

2017

Arts Social Sci J

View full text Add to dashboard Cite

Recent research indicates that destructive leadership might have a detrimental effect on a wide range of outcomes across the organization. However, few studies have focused on the military context. The present study examined the extent to which destructive leader behavior was related to individual work-related attitudes and feelings among military personnel in the Norwegian Armed forces (N=170). Dependent variables were (1) Burnout, (2) Work Engagement, and (3) Organizational Commitment. Hierarchical regression analyses showed that destructive leader behavior significantly predicted Burnout and Work Engagement. This is the first study that examines, and in parallel confirms the unique influence of destructive leadership on important work environment variables among members of the Norwegian armed forces. Despite the fact that the respondents in this sample most likely have above average psychological robustness, they still appear to be significantly influenced by destructive leader behavior. At the same time, our findings also indicate that respondents are able to maintain their organizational commitment despite destructive leader behavior. This study thus represents a unique step towards establishing knowledge about the interplay between destructive leader behavior and psychosocial related phenomena, forming a potential basis for theoretical and practical developments.

show abstract

Section: Discussionsupporting

confidence: 69%

Section: Burnoutmentioning

confidence: 99%

Section: Burnoutmentioning

confidence: 99%

See 1 more Smart Citation

Running Head: Destructive Leader Behavior in the Norwegian Armed Forces

Johansen¹,

Platek²

2017

Arts Social Sci J

View full text Add to dashboard Cite

show abstract

“…Transformational leadership has been found to be associated with low burnout, or specifically, low exhaustion in employees (e.g. Corrigan, Diwan, Campion, & Rashid, 2002;Hetland, Sandal, & Johnsen, 2007;Kanste, Kyngäs, & Nikkilä, 2007). More recently, positive associations between transformational leadership and employee work engagement have also been reported (Ghadi et al, 2013;Salanova, Lorente, Chambel, & Martínez, 2011;Tims et al, 2011).…”

Section: Leadership Behaviours In Relation To Work Engagement and Burmentioning

confidence: 86%

Investigating occupational well-being and leadership from a person-centred longitudinal approach: congruence of well-being and perceived leadership

Perko

Kinnunen

Tolvanen

et al. 2015

European Journal of Work and Organizational Psychology

View full text Add to dashboard Cite

“…In this case, the internal -developed high-quality relationship with the leaders of the group of employees' burnout likelihood of survival decrease. Also, in numerous studies (Seltzer and Numerof, 1988;McCain, 1994;Hetland et al 2007), it has been found that the level of burnout can reduce depending on the leadership style.…”

Section: Leader Member Exchange -Organizational Burnoutmentioning

confidence: 99%

Leader-Member Exchange in Different Organizational Cultures and Effects to Organizational Burnout

Kırkbeşoğlu

Tuzlukaya

2014

isader

View full text Add to dashboard Cite

The purpose of this study is to examine the effect of leader-member exchange to burnout syndrome in different organizational cultures. Sample of the study is constituted by 183 participants who work in life insurance companies which represent organic organizational culture and non-life insurance companies which represent mechanical organizational culture. As a result of regression and correlation analysis, it is determined that leader-member exchange in organic organizational culture affects organizational culture negatively and in higher level compared to mechanical organizational cultures.

show abstract

Burnout in the information technology sector: Does leadership matter?

Cited by 162 publications

References 42 publications

Running Head: Destructive Leader Behavior in the Norwegian Armed Forces

Running Head: Destructive Leader Behavior in the Norwegian Armed Forces

Investigating occupational well-being and leadership from a person-centred longitudinal approach: congruence of well-being and perceived leadership

Leader-Member Exchange in Different Organizational Cultures and Effects to Organizational Burnout

Contact Info

Product

Resources

About