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Lehtiniemi K, Tossavainen A, Auvinen E, Herttalampi M, Feldt T. Do intensified job demands predict burnout? How motivation to lead and leadership status may have a moderating effect. Front Psychol 2023; 14:1048487. [PMID: 36998355 PMCID: PMC10044333 DOI: 10.3389/fpsyg.2023.1048487] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 09/19/2022] [Accepted: 02/14/2023] [Indexed: 03/11/2023] Open
Abstract
ObjectivesThe aim of this longitudinal study was to investigate how intensified job demands (job-related planning demands, career-related planning demands, and learning demands) are associated with burnout. We explored whether affective-identity motivation to lead moderates this association and, thus, functions as a personal resource regardless of leadership status. We further investigated whether the possible buffering effect is stronger for those professionals who became leaders during the follow-up.MethodsOur sample consisted of highly educated Finnish professionals (n = 372): part of them (n = 63, 17%) occupied a leadership position during the 2-year follow-up while the rest maintained their position without formal leadership duties.ResultsThe results of hierarchical linear modeling indicated that intensified learning demands were associated with later burnout. High affective-identity motivation to lead was not found to buffer against the negative effects of intensified job demands - instead, it strengthened the connection of intensified job- and career-related demands to burnout. Nevertheless, among the whole sample, professionals with high affective-identity motivation to lead reported lower burnout when job demands were not highly intensified. The leadership status also played a role: High affective-identity motivation to lead strengthened the connection of career-related demands to burnout in those professionals who became leaders during the follow-up.ConclusionsAltogether, we propose that in certain circumstances, affective-identity motivation to lead might help professionals, with and without formal leadership duties, to be more ready to lead their own work and well-being. However, in order to promote sustainable careers, the vulnerability role of high affective-identity motivation to lead should be considered as well.
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