With the onset of globalization employee’s life styles and work environments have changed leading to more stressful conditions at work and in the long run a break down in daily functioning. The present study investigated if, burnout, a pathogenic construct can be impacted by utilization of different leadership styles in different organizations in Bangkok, Thailand.
A sample size of 400 employees in executive and administrative positions was selected randomly, from different organizations. To measure burnout levels, the Maslach, Jackson, & Leiter (1996) burnout inventory (MBI) scale was utilized. To measure transformational and transactional leadership, the multifactor leadership questionnaire (MLQ) namely “Leadership dimension instrument” by Den Hartog, Muijen, and Koopmam (1997) and Bass and Avolio (1995; 2004) were used.
The data was tested using quantitative methods of descriptive and inferential analyses. The Structural equation modeling tested hypotheses 1, 2, and 3. Hypothesis 1 was partly supported by the data and indicated that when a leader is transformational lower levels of emotional exhaustion and depersonalization are experienced. Hypothesis 2 was partly supported by the data and indicated that when a leader is transactional, the higher will be his personal accomplishment. Finally, Hypothesis 3 was partly supported by the data since employees who displayed transformational leadership styles in management position had higher levels of depersonalization dimension of burnout.
This study can be extended to other cultures and the knowledge gained can be used to provide managers and administrators with an idea of what could elevate their burnout levels and suggestions for alleviating burnout levels are recommended.
Keywords: Burnout, Leadership Styles, Thai Employees