The Relationship Between Leadership Styles of Managers and Employee Burnout in Iran: A Systematic Review and Meta-Analysis

Authors
Mohammad Farahani 1
Monir Alsadat Navabi 2
1 Master of Mechanical Engineering, Energy Conversion, Arak University of Technology, Arak, Iran.
2 PhD in General Psychology, Faculty of Psychology, Islamic Azad University, Borujard Branch, Borujard, Iran.
Abstract
Introduction

This study aimed to investigate and quantify the results of studies examining the relationship between leadership styles of managers and employee burnout. Burnout is a job-related phenomenon that can lead to mental disorders such as depression and an increased risk of suicide. It negatively impacts various professions and organizations, particularly in the social services and healthcare sectors. Managers' leadership styles play a crucial role in either reducing or increasing employee burnout.



Methods and Materoal

The research was conducted through a systematic review and meta-analysis, following the PRISMA guidelines. Studies related to leadership styles and burnout from 2000 to 2024 were reviewed.

To identify relevant studies, national and international databases were searched using related keywords. Nineteen selected studies, examining the relationship between various leadership styles (transformational, transactional, ethical, and spiritual) and burnout, were analyzed. The studies were conducted in different Iranian cities, including Khorramabad, Gilan, Tehran, Sanandaj, and Shiraz, with sample sizes ranging from 87 to 369 participants. The methodologies used included descriptive-correlational analysis and structural equation modeling, with common tools being leadership style questionnaires and the Maslach Burnout Inventory.

Resultss and Discussion

The meta-analysis findings revealed a moderate, significant negative relationship between managers' leadership styles and employee burnout (g = -0.35; 95% CI [-0.42, -0.28]). However, Galbraith and funnel plots indicated relatively high heterogeneity and publication bias in some studies. The meta-regression showed that sample size explained 16.17% of the heterogeneity between studies, while publication year and research location were not significant. Additionally, the cumulative plot demonstrated fluctuations in results over time, indicating a lack of stability. These findings suggest the need for more research to achieve stable and accurate conclusions.



Conclusion

The discussion and conclusion section highlights the importance of examining the relationship between leadership styles and burnout, given the prevalence of burnout and its negative effects on employee productivity and mental health. Evidence suggests that inappropriate leadership styles can lead to burnout. Managers with suitable leadership styles can prevent reduced performance and employee motivation. However, due to the heterogeneity of studies and methodological limitations, caution should be exercised when generalizing the results. Future research should use standardized scales, advanced statistical methods, and larger random samples to ensure more reliable outcomes.
Keywords
Leadership Styles
Occupational Burnout
Systematic review
Meta-analysis
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Brewer, EW., & Shapard, L. (2004). Employee burnout: a meta-analysis of the relationship between age or years of experience. Hum Res Develop Rev, 3(2): 102-23.
Cox, T., Kuk, G., Leiter, M. (1993). Burnout, health, work stress, and organizational healthiness. In: Schaufeli WB, Maslach C, Marek T (eds) Professional burnout: recent developments in theory and research. Taylor & Francis, Abingdon, UK, pp 177-193.
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Dewa, C. S., Jacobs, P., Thanh, N. X., & Loong, D. (2014). An estimate of the cost of burnout on early retirement and reduction in clinical hours of practicing physicians in Canada. BMC Health Services Research, 14, 254.
Dewa, C. S., Loong, D., Bonato, S., Thanh, N. X., & Jacobs, P. (2014). How does burnout affect physician productivity? A Systematic Literature Review. BMC Health Services Research, 14, 325.
Dowleh, M., & shojae, M. (2022). to investigate the effect of ethical leadership on occupational burnout with emphasis on the mediating role of social and psychological capital (case study: Teachers in Behbahan City). Social Development & Welfare Planning, 13(53), 85-51.
Dzau, VJ., Kirch, DG., Nasca, TJ. (2018). To care is human - collectively confronting the clinician-burnout crisis. N Engl J Med, 378: 312-4.
Ebrahimzade, N., Mooghali, A., Bagheri Lankarani, K., Kalateh Sadati, A. (2015). Relationship Between Nursing Managers' Leadership Styles and Nurses' Job Burnout: A Study at Shahid Dr. Faghihi Hospital, Shiraz, Iran. Shiraz E-Med J, 16(8): e59884.
Freudenberger, H. J. (1974). Staff burn-out. Journal of Social Issues, 30(1), 159-165. https://doi.org/ 10.1111 / j.1540-4560.1974.tb00706.x [DOI:10.1111 / j.1540-4560.1974.tb00706.x]
Gallo, V., Egger, M., McCormack, V., Farmer, P. B., Ioannidis, J. P., Kirsch-Volders, M., Matullo, G., Phillips, D. H., Schoket, B., Vermeulen, R., Wild, C., Porta, M., Vineis, P., & Stromberg, U. (2012). Strengthening the reporting of observational studies in epidemiology-molecular epidemiology (STROBE-ME): An extension of the STROBE statement. Mutagenesis, 27(1), 17-29.
Karampour, A., Moini, S., & Ramezan, M. (2015). The effect of transformational leadership style on job Burnout out by mediating organizational structure (case study: Naja manpower deputy). Resource Management in Police Journal of the Management Dept, 3(10), 27-44.
Kelly, R. J., & Hearld, L. R. (2020). Burnout and Leadership Style in Behavioral Health Care: a Literature Review. The journal of behavioral health services & research, 47(4), 581-600.
Khakdel Jelodar, Z., Mosadegh Rad, A., Rahimi, A., Jafarey Pooyan, E. (2016). Investigating the relationship between spiritual leadership and professional burnout among the staff of Ardebil hospitals. Iranian Journal of Medical Ethics and History of Medicine, 9 (1):74-85.
Lingard, H. (2003). The impact of individual and job characteristics on 'burnout' among civil engineers in Australia and the implications for employee turnover. Construction Management and Economics, 21(1): 69-80.
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Human and Information Interaction
Volume 11, Issue 1
Spring 2024
Pages 17-32