The influence of constructive and destructive leadership behaviors on follower burnout
In their position of power and as role-models, leaders play a crucial role in followers’ work-related well-being. Indeed, a recent review by Skakon et al. (2010) on the relationship between leadership behavior and followers’ well-being showed that leaders have a profound influence on followers’ affect, job satisfaction, and job strain. Remarkably, little attention has been paid to the role of leadership behavior in followers’ job burnout. This is surprising, considering the serious threats that burnout poses to employees and organizations. Burned-out individuals lack the energetic and emotional resources to perform their work, endorse a negative, cynical attitude towards work, and believe they are no longer effective at getting things done (reduced professional efficacy; Schaufeli et al., 2009). Research of the past decades has shown that burnout leads to serious health problems, increased sickness absenteeism, reduced job satisfaction and organizational commitment, as well as reduced job performance (e.g., Halbesleben & Buckley, 2004; Taris, 2006; see also Chapter 1, this volume).