Preventing burnout: the effects of LMX and mentoring on socialization, role stress, and burnout

Abstract

s (2004) review of burnout research suggested a lingering need to examine the relationship between social support and burnout. We address that need by investigating Leader-Member Exchange (LMX) and mentoring as sources of workplace social support. We used data from 422 employees in a health care setting to test three structural models investigating the direct and indirect effects of LMX, supervisory mentoring, and nonsupervisory mentoring on organizational socialization, role stress, and burnout. Results suggest that high-LMX supervisors and nonsupervisory mentors serve as resources that minimize emotional exhaustion through increased socialization and decreased role stress. This study advances the literature on burnout by clarifying the effects of different types of social support in reducing burnout.

Work-to-Life Spillover Effect of Leader–Member Exchange in Groups: The Moderating Role of Group Power Distance and Employee Political Skill

“…Employees will have strong feelings of being cared for, valued, and accepted (Sparr and Sonnentag 2008). As a result, employees usually perceive more safety, self-worth, and satisfaction in their work, while suffering less from anxiety (Harris and Kacmar 2006), role stress, and burnout (Sparr and Sonnentag 2008;Thomas and Lankau 2009). These positive feelings will, in turn, infuse individuals with self-worth, self-confidence, optimism, and hope.…”

“…LMX mean generally indicates collective access to valued resources (Gerstner and Day 1997), the leader's willingness to share power (Nishii and Mayer 2009), and the discretion the followers have in role negotiation (Graen and Uhl-Bien 1995;Kelley and Bisel 2014;Thomas and Lankau 2009). Considering that it is difficult for supervisors to allocate the resources in accordance with needs, followers' political skills are necessary to enhance personal benefits.…”

Newcomer Psychologists and Organizational Socialization: Can a Content Model Capture the Experience?

“…Establishing and maintaining social relations in the work place was obviously an important issue to the newcomer psychologists in this study. However, considering the significant role of social relations in the theory and research on organizational socialization (Allen, McManus, & Russell, 1999;Bravo et al, 2003;Elfering et al, 2007;Saks et al, 2007;Thomas & Lankau, 2009), one might expect this OS domain to be more prominent in the interview material. One reason for it being relatively modest in this study could be that text units coded for training or understanding also may be about social relations.…”

Does Organisational Socialisation Resembles Employee Orientation? Or is There More to It? (A Comprehensive Review of Literature)

“…However, it needs to be noted that, socialisation is not just restricted to newcomers (Thomas & Lankau, 2009). This is due to the frequent and extensive changes that are visible in the todays' dynamic work environment.…”

“…It has been frequently examined with socialisation outcomes such as intention to quit, job satisfaction, affective commitment and work roles, turnover intentions, job satisfaction, affective commitment, performance and role adjustment; work roles . Thomas and Lankau (2009) who explored the impact of leader-member exchange (LMX) and mentoring as sources of workplace social support established that, by demonstrating high LMX by employees' supervisors and other superiors will result in high socialisation and reduced job stress due to the reduction in mental tiredness. According to Manzoor and Naeem (2011), effective socialisation can have long lasting fruitful effects on employees by increasing person-organisation fit and person-job fit as well as employee commitment.…”