Aim. The present study contributes to our understanding of how to curb burnout among
hospital staff over time. We extend existing research by examining the mediating role of
mission valence in the link between transformational leadership and burnout.
Method. Self-administered questionnaire data from employees in a Canadian general hospital
(N = 185) were analyzed using a time-lagged research design to examine whether
transformational leaders can increase employees’ attraction to the organization’s mission (i.e.,
mission valence), and in turn alleviate long term burnout.
Findings. Structural equation modelling analysis demonstrated that transformational
leadership (time 1) was negatively related to the burnout components of emotional exhaustion
and depersonalization (time 2). Further, the results showed that mission valence mediated these
relationships.
Conclusion. The study findings are important for managers and professionals as they identify
transformational leadership as a potent strategy to alleviate employee burnout and clarify the
process through which this is achieved, namely, by increasing mission valence.
Originality. To date, surprisingly little research has explored how transformational leadership
influences followers’ burnout. To address this issue, the present study examined the role of
transformational leadership on staff burnout through the mechanism of increasing mission
valence. Understanding how to mitigate burnout is particularly critical in health care
organizations given that burnout not only negatively impacts employee wellbeing but also the
wellbeing and quality of care provided to patients.
Metadata
Item Type:
Article (Published)
Refereed:
Yes
Uncontrolled Keywords:
Transformational leadership; mission valence; wellbeing; burnout; health care