Leadership styles, emotion regulation, and burnout

Author(s): Arnold, K. A., Connelly, C. E., Walsh, M., & Martin Ginis, K. A.

Date: 2015

Resource: Journal of Occupational Health Psychology, 20, 481-490

This study investigated the potential impact of leadership style on leaders’ emotional regulation strategies and burnout. Drawing on the full-range model of leadership and Conservation of Resources (COR) theory, we tested whether transformational, contingent reward, management by exception–active and –passive, or laissez-faire leadership exert direct effects on leaders’ reported use of surface acting, deep acting, and genuine emotion. In turn, we hypothesized and tested the indirect effect of leadership on burnout through surface acting. Three waves of data from 205 leaders were analyzed using OLS regression. Transformational leadership predicted deep acting and genuine emotion. Contingent reward predicted both surface and deep acting. Management by exception–active and –passive predicted surface acting, and laissez faire predicted genuine emotion. The indirect effects of management by exception–active and –passive on burnout through surface acting were not significant. Indirect effects of transformational leadership and laissez-faire on burnout through genuine emotion, however, were significant. This study provides empirical evidence for the hypothesized relationships between leadership style, emotion regulation, and burnout, and provides the basis for future research and theory building on this topic.

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Related Research Areas: Leadership & Well-being