Table of Contents:

takeaways

  • • Leadership is one of the most important factors in minimising burnout.
  • • There are two ways of thinking about leadership: leadership as a hierarchy and leadership on the boundary.
  • • There are three main leadership styles: transactional, transformational and destructive.
  • • Many destructive leaders have Dark Triad or psychopathic personalities.
  • • Passive leadership also results in high levels of burnout.
  • • Transformational leadership minimises burnout, although transactional leadership is also effective in times of crisis.
  • • Anti-burnout leadership requires a good degree of self-awareness, awareness of others and systemic awareness.

References

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Babiak, P. & Hare, R. D. (2006). Snakes in Suits: When Psychopaths Co to Work (1st ed.). New York: HarperCollins.

Bakker, A. B., Demerouti, E. & Euwema, M. C. (2005). Job Resources Buffer the Impact of Job Demands on Burnout’. Journal of Occupational Health Psychology, 70(2), 170-80.

Bass, В. M. (1985). Leadership and Performance Beyond Expectation. New York: Free Press.

Boddy, C. (2011). ‘Corporate Psychopaths, Bullying and Unfair Supervision in the Workplace’. Journal of Business Ethics, 100(3), 367-79.

Downton, J. V. (1973). Rebel Leadership: Commitment and Charisma in the Revolutionary Process. New York: Free Press.

Fowles, D. C. & Dindo, L. (2009). ‘Temperament and Psychopathy: A Dual-Pathway Model’. Current Directions in Psychological Science, 18(3), 179-83.

Hare, R. D. (1994). ‘Predators: The Disturbing World of the Psychopaths among Us’. Psychology Today, 27(1), 54-61.

Hetland, H., Sandal, С. M. & Johnsen, T. B. (2007). ‘Burnout in the Information Technology Sector: Does Leadership Matter?’ European Journal of Work and Organizational Psychology, 76(1), 58-75.

Hildebrand, K., Sacramento, C. A. & Binnewies, C. (2018). ‘Transformational Leadership and Burnout: The Role ofThriving and Followers’ Openness to Experience’. Journal of Occupational Health Psychology, 23(1), 31-43.

Kanste, O., Kyngas, H. & Nikkila J. (2007). ‘The Relationship between Multidimensional Leadership and Burnout among Nursing Staff. Journal of Nursing Management, 75(7), 731-39.

Lee, T. &Ashforth, В. E. (1996). ‘A Meta-analytic Examination of the Correlates of the Three Dimensions of Job Burnout’. Journal of Applied Psychology, 87(2), 123-33.

le Carré, J. (2014). A Delicate Truth (p. 295). London: Penguin.

Paulhus, D. L. & Williams, К. M. (2002). ‘The Dark Triad of Personality: Narcissism,

Machiavellianism, and Psychopathy’. Journal of Research in Personality, 36, 556-63.

Rittschof, K. R. &. Fortunato, V. J. (2016). ‘The Influence of Transformational Leadership and Job Burnout on Child Protective Services Case Managers’ Commitment and Intent to Quit’. Journal of Social Service Research, 42(3), 372-85.

Roberts, V. Z. (2019). ‘The Organisation of Work: Contributions from Open System Theory'. In A. Obholzer & V. Z. Roberts (Eds.), The Unconscious at Work: A Tavistock Approach to Making Sense of Organizational Life (2nd ed.) (pp. 37-48). Abingdon: Routledge.

Tepper, B. J. (2000). ‘Consequences of Abusive Supervision’. Academy of Management Journal, 43(2), 178-90. Retrieved from https://doi. org/i 0.5465/1556375.

Widom, C. S. (1977). ‘A Methodology for Studying Noninstitutionalized Psychopaths’. Journal of Consulting and Clinical Psychology, 45(4), 674-83.

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