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Relação entre liderança e burnout : o papel moderador da satisfação no trabalho e a sua variação em função da idade
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Num contexto organizacional cada vez mais exigente, os trabalhadores enfrentam pressões elevadas que aumentam as exigências de desempenho e disponibilidade, potenciando desequilíbrios entre a vida profissional e pessoal. Este desajuste pode originar stress ocupacional e, em situações mais severas, burnout, caracterizado por estados de exaustão física, emocional e mental associados ao trabalho. Neste contexto, a satisfação no trabalho surge como um importante recurso psicológico, podendo atuar como fator protetor perante os efeitos negativos de determinados contextos organizacionais. Paralelamente, os estilos de liderança assumem um papel relevante na promoção do bem-estar dos colaboradores, destacando-se a liderança empoderadora pelos seus efeitos positivos e a liderança tóxica pelas suas potenciais consequências prejudiciais. Neste contexto, o presente estudo teve como objetivo analisar a relação entre os estilos de liderança (tóxica e empoderadora) e o burnout, explorando o papel moderador da satisfação no trabalho nesta relação e a influência da idade nesse processo. Participaram 339 trabalhadores ativos, aos quais foram aplicados o Empowering Leadership Questionnaire (ELQ), a Toxic Leadership Scale (TLS), o Oldenburg Burnout Inventory (OLBI) e o Short Index of Job Satisfaction (SIJS). Os resultados evidenciaram associações positivas entre algumas dimensões da liderança tóxica, nomeadamente o narcisismo e a supervisão abusiva, e o burnout, bem como associações negativas entre todas as dimensões da liderança empoderadora e o burnout. Verificou-se, ainda, que a satisfação no trabalho desempenhou um papel moderador em algumas das relações analisadas, sendo este efeito parcialmente influenciado pela idade dos participantes.
In an increasingly demanding organizational context, employees face high levels of pressure that increase performance and availability demands, potentially creating imbalances between professional and personal life. This imbalance may lead to occupational stress and, in more severe situations, burnout, characterized by states of physical, emotional, and mental exhaustion associated with work. In this context, job satisfaction emerges as an important psychological resource, acting as a protective factor against the negative effects of certain organizational environments. At the same time, leadership styles play a relevant role in promoting employee well-being, with empowering leadership standing out for its positive effects and toxic leadership for its potentially harmful consequences. In this context, the present study aimed to analyze the relationship between leadership styles (toxic and empowering) and burnout, exploring the moderating role of job satisfaction in this relationship and the influence of age on this process. A total of 339 active workers participated in the study and completed the Empowering Leadership Questionnaire (ELQ), the Toxic Leadership Scale (TLS), the Oldenburg Burnout Inventory (OLBI), and the Short Index of Job Satisfaction (SIJS). The results revealed positive associations between some dimensions of toxic leadership, namely narcissism and abusive supervision, and burnout, as well as negative associations between all dimensions of empowering leadership and burnout. Furthermore, job satisfaction was found to play a moderating role in some of the relationships analyzed, with this effect being partially influenced by participants’ age.
In an increasingly demanding organizational context, employees face high levels of pressure that increase performance and availability demands, potentially creating imbalances between professional and personal life. This imbalance may lead to occupational stress and, in more severe situations, burnout, characterized by states of physical, emotional, and mental exhaustion associated with work. In this context, job satisfaction emerges as an important psychological resource, acting as a protective factor against the negative effects of certain organizational environments. At the same time, leadership styles play a relevant role in promoting employee well-being, with empowering leadership standing out for its positive effects and toxic leadership for its potentially harmful consequences. In this context, the present study aimed to analyze the relationship between leadership styles (toxic and empowering) and burnout, exploring the moderating role of job satisfaction in this relationship and the influence of age on this process. A total of 339 active workers participated in the study and completed the Empowering Leadership Questionnaire (ELQ), the Toxic Leadership Scale (TLS), the Oldenburg Burnout Inventory (OLBI), and the Short Index of Job Satisfaction (SIJS). The results revealed positive associations between some dimensions of toxic leadership, namely narcissism and abusive supervision, and burnout, as well as negative associations between all dimensions of empowering leadership and burnout. Furthermore, job satisfaction was found to play a moderating role in some of the relationships analyzed, with this effect being partially influenced by participants’ age.
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Liderança tóxica Liderança empoderadora Burnout Satisfação no trabalho Idade Toxic leadership Empowering leadership Job satisfaction Age
Contexto Educativo
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Licença CC
Sem licença CC