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Burnout and managers' tactics of influence
1Department of Communication Studies, California State University, San Bernardino 92407-2397, USA.
Perceptual and Motor Skills
|August 1, 1996
Summary
Managerial influence tactics like rational appeals and consultation surprisingly correlated positively with burnout. Conversely, pressure and legitimacy tactics showed a negative association with burnout perception in this study.
Area of Science:
- Organizational Psychology
- Management Studies
Background:
- Burnout is a significant issue in management.
- Understanding factors contributing to managerial burnout is crucial for organizational well-being.
- Managerial influence tactics are commonly employed but their link to burnout is under-explored.
Purpose of the Study:
- To investigate the relationship between managers' perceived burnout and their self-reported influence tactics used with subordinates.
- To determine if specific influence strategies are associated with higher or lower levels of burnout.
Main Methods:
- Survey research involving 209 managers from 47 diverse organizations.
- Utilized the Cherniss Burnout Scale to measure burnout perception.
- Assessed managers' self-reported use of various influence tactics (e.g., rational appeals, pressure).
Main Results:
- Contrary to hypotheses, rational, ingratiating, inspirational appeals, consultation, and exchange tactics positively correlated with burnout.
- Pressure and legitimacy tactics demonstrated a negative correlation with burnout scores.
- Findings suggest a complex interplay between influence strategies and managerial burnout.
Conclusions:
- The study challenges conventional assumptions about influence tactics and burnout.
- Certain common influence strategies may inadvertently contribute to managerial burnout.
- Further research is needed to explore the mechanisms behind these observed correlations and their implications for management practices.