Human and Information Interaction

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

Document Type : Original Article

Authors

Mohammad Farahani 1
Monir Alsadat Navabi 2

1 Corresponding author, MA in Mechanical Engineering, Energy Conversion, Industrial University of Arak, Arak, Iran. Email: mmfarahani69@yahoo.com

2 PhD in general psychology, Islamic Azad University of Borujerd, Borujerd, Iran. Email: Monir.navabi51@gmail.com

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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Human and Information Interaction
Volume 11, Issue 1
Spring 2024
Pages 17-32