Do intensified job demands predict burnout? How motivation to lead and leadership status may have a moderating effect
Lehtiniemi, K., Tossavainen, A., Auvinen, E., Herttalampi, M., & Feldt, T. (2023). Do intensified job demands predict burnout? How motivation to lead and leadership status may have a moderating effect. Frontiers in Psychology, 14, Article 1048487. https://doi.org/10.3389/fpsyg.2023.1048487
Published inFrontiers in Psychology
© 2023 Lehtiniemi, Tossavainen, Auvinen, Herttalampi and Feldt
Objectives: The 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. Methods: Our 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. Results: The 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. Conclusions: Altogether, 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. ...
PublisherFrontiers Media SA
ISSN Search the Publication Forum1664-1078
Publication in research information system
MetadataShow full item record
Related funder(s)Academy of Finland; Finnish Work Environment Fund
Funding program(s)Academy Project, AoF; Others
Additional information about fundingThe study was supported by the Finnish Work Environment Fund (project 200320; PI TF) and Academy of Finland (project 308336; PI TF).
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