A1 Journal article (refereed)
Do intensified job demands predict burnout? How motivation to lead and leadership status may have a moderating effect (2023)
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
JYU authors or editors
Publication details
All authors or editors: Lehtiniemi, Katariina; Tossavainen, Anni; Auvinen, Elina; Herttalampi, Mari; Feldt, Taru
Journal or series: Frontiers in Psychology
eISSN: 1664-1078
Publication year: 2023
Publication date: 09/03/2023
Volume: 14
Article number: 1048487
Publisher: Frontiers Media SA
Publication country: Switzerland
Publication language: English
DOI: https://doi.org/10.3389/fpsyg.2023.1048487
Publication open access: Openly available
Publication channel open access: Open Access channel
Publication is parallel published (JYX): https://jyx.jyu.fi/handle/123456789/85995
Abstract
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.
Keywords: leadership (activity); managers and executives; leadership (properties); work; working life; resources; well-being at work; exhaustion
Free keywords: intensified job demands; intensified learning demands; occupational well-being; affective-identity motivation to lead; resources; sustainable careers; burnout
Contributing organizations
Related projects
- MOTILEAD: Leaders motivation to lead and role in well-being and leader training
- Feldt, Taru
- Finnish Work Environment Fund
- Managing new intensified job demands through self-regulative resources: A large-scale study across occupations and age groups
- Feldt, Taru
- Research Council of Finland
Ministry reporting: Yes
Reporting Year: 2023
Preliminary JUFO rating: 1