The relationship between multidimensional leadership and burnout among nursing staff

Kanste, Outi; Kyngäs, Helvi; Nikkilä, Juhani

doi:10.1111/j.1365-2934.2006.00741.x

Cited by 112 publications

(119 citation statements)

References 22 publications

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“…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%

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Running Head: Destructive Leader Behavior in the Norwegian Armed Forces

Johansen¹,

Platek²

2017

Arts Social Sci J

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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.

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Section: Discussionsupporting

confidence: 69%

Section: Burnoutmentioning

confidence: 99%

Running Head: Destructive Leader Behavior in the Norwegian Armed Forces

Johansen¹,

Platek²

2017

Arts Social Sci J

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“…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: 84%

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

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“…The majority of leadership styles is evaluated unambiguously in the context of occupational burnout. Transformational, authentic, participative, or supportive leadership styles are related to lower probability of occupational burnout while transactional and laissez-faire leadership styles are related to higher probability of occupational burnout (Yuan, & Lee, 2011;Gill, Flaschner, & Shachar, 2006;Russell, 2014;Laschinger, Wong, & Grau, 2012;Zehir, Ertosun, Zehir, & Müceldili, 2011;Zopiatis, & Constanti, 2010;Kanste et al, 2007). Still the relationship between ethical leadership and burnout is not clear.…”

Section: Introductionmentioning

confidence: 94%

“…Still the relationship between ethical leadership and burnout is not clear. Authors state that issues of ethical leadership in the context of burnout need further and more deep investigations (Kanste, Kyngas, & Nikkila, 2007;Cremer, 2015).…”

Section: Introductionmentioning

confidence: 99%

The Relationship Between Occupational Burnout and Perceived Ethical Leadership Style

Morkevičiūtė¹,

Endriulaitienė²

2016

European Proceedings of Social &Amp; Behavioural Sciences

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It is believed that ethical leadership style might be significant for the professional burnout, but mostly in the literature these phenomena are investigated separately. Their correlation is controversial, the previous research results have been limited. The aim of the study was to establish the relationship between employee occupational burnout and perceived ethical leadership style. Also the importance of employees' socio-demographic characteristics (such as gender, age, and education) for this relation was tested. 242 employees working in Lithuania (47 men and 195 women) participated in the study. Ethical leadership style was assessed with the questionnaire of Brown, Trevino & Harrison (2005). Occupational burnout was measure using Copenhagen Burnout Inventory by Kristensen, Borritz, Villadsen & Christensen (2005). The results revealed that burnout of employees who consider their leaders as more ethical is lower than that of the employees who consider their leader to be less ethical. The study also showed that employees' socio-demographic characteristics (gender, education and age) are not significant to the correlation between perceived ethical leadership style and occupational burnout. The conclusion may be drawn that employee attitudes towards their leader is important for the occupational burnout. This means that in order to reduce burnout leader has to focus on ethical behavior and moral working environment.

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The relationship between multidimensional leadership and burnout among nursing staff

Abstract: The relation between leadership and burnout is complex, affected by situational factors of leadership and the ambiguous nature of burnout. Nurses of various ages, at different stages of career development and participating in different work tasks require different kinds of leadership.

Cited by 112 publications

References 22 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

The Relationship Between Occupational Burnout and Perceived Ethical Leadership Style

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