Do intensified job demands predict burnout? How motivation to lead and leadership status may have a moderating effect

Frontiers in Psychology

Psychology

Elina Auvinen¹  Mari Herttalampi¹  Katariina Lehtiniemi¹  Anni Tossavainen¹  Taru Feldt² 

[1] Department of Psychology, Faculty of Education and Psychology, University of Jyväskylä, Jyväskylä, Central Finland, Finland;null;

关键词: intensified job demands;    intensified learning demands;    occupational well-being;    affective-identity motivation to lead;    resources;    sustainable careers;    burnout;   

DOI  :  10.3389/fpsyg.2023.1048487

 received in 2022-09-19, accepted in 2023-02-14,  发布年份 2023

来源: Frontiers

【 摘 要 】

ObjectivesThe aim of this longitudinal study was to investigate how intensified job demands (job-related planning demands, career-related planning demands, and learning demands) are associated with burnout. We explored whether affective-identity motivation to lead moderates this association and, thus, functions as a personal resource regardless of leadership status. We further investigated whether the possible buffering effect is stronger for those professionals who became leaders during the follow-up.MethodsOur sample consisted of highly educated Finnish professionals (n = 372): part of them (n = 63, 17%) occupied a leadership position during the 2-year follow-up while the rest maintained their position without formal leadership duties.ResultsThe results of hierarchical linear modeling indicated that intensified learning demands were associated with later burnout. High affective-identity motivation to lead was not found to buffer against the negative effects of intensified job demands - instead, it strengthened the connection of intensified job- and career-related demands to burnout. Nevertheless, among the whole sample, professionals with high affective-identity motivation to lead reported lower burnout when job demands were not highly intensified. The leadership status also played a role: High affective-identity motivation to lead strengthened the connection of career-related demands to burnout in those professionals who became leaders during the follow-up.ConclusionsAltogether, we propose that in certain circumstances, affective-identity motivation to lead might help professionals, with and without formal leadership duties, to be more ready to lead their own work and well-being. However, in order to promote sustainable careers, the vulnerability role of high affective-identity motivation to lead should be considered as well.

【 授权许可】

Unknown   
Copyright © 2023 Lehtiniemi, Tossavainen, Auvinen, Herttalampi and Feldt.