Effective Leadership
School of Business

Topic - Management's Impact on Employee Burnout

Abstract
The realtionship of employees and leaders is vastly changing in the United States, as technology advances, employee to leader physical communication is disappearing. Employees are stuck filling these gaps, taking on more responsibility and having less human direction. This ever-expanding issue has created discord in organizations and in leadership positions, not to mention employees. This study seeks to examine the complex relationship between an employee and their leaders. The relationship between these two will be examined to better understand the impact management has on employee burnout. Some questions derived from the literature research are; How does the relationship with leaders contribute to employee burnout? Does the relationship with leadership affect employees mental or physical health? Is the solution to employee burnout: higher pay, job satisfaction or a combination of both? The findings indicate that leaders do, have an effect on the most prominent characteristics of employee burnout.

Table of Contents

CHAPTER 1 INTRODUCTION/PARADIGIM 1
Introduction to the Problem 1

Background of the Study 1

Statement of the Problem 2

Purpose of the Study 2

Rationale 3

Research Question 3

Significance of the Study 4

Assumptions and Limitations 4

“Theoretical Framework, 5

Definition of Terms 6

CHAPTER 2 LEADERSHIP STYLE 7
The Leader to Employee Relationship 7

The Job Demand-Control-Support Model 7

Mental and Physical Health Issues from Burnout 8

Summary/Examples 9

REFERENCES 12
List of Tables
1. Karasek’s demand-control model revised to include support. 11
CHAPTER 1 INTRODUCTION/PARADIGIM
Introduction to the Problem
The ever-changing relationship of employees and leaders in the United States has created an interest in employee burnout. As companies’ technology advances and communication is moved more digital, employees are left alone and must fill in the gaps with less opportunity to get clarification. This study examines the complex relationship and impact between management, specifically managers, directors and executive directors and employee burnout. The complex correlations between these two roles were examined to better understand the impact of leaders as it relates to employee performance and job burnout.
According to (Cox, 2010), no employee is immune to job burnout, in 1984 it was reported 12% of employees in the US suffer from burnout. An updated study by (Cox, 2012), now states 22% of employees suffer from burnout. In the past 30 years, the business world and the economy have inflated and progressed with evolution and time. Additionally, according to Zajac & Westphal, leaders use remuneration to control employees. Furthermore, their theory states higher remuneration may seem desirable to employees and a performance improver; however, it has been associated with a negative connotation that leads to burnout.

Background of the Study
Human interactions are a work in progress; they touch every aspect of our life and our emtions. Leader to employee relationships are no different; they are an important part of everyday life. Impacting people’s livelihood, families and health; the magnitude of this relationship is often taken for granted (Karasek, 1990). In the past 40 years, stress related health problems have been on the rise (Cox et al. 2000). These health problems are connected to employee burnout caused by exhaustion (Van der Breock, 2004). Today’s employees are becoming overworked; the pressure to complete work is at an all-time high. In the United States, with the recent economic status, companies needed to consolidate and redistribute duties, as a result, fewer employees had more work, just one of many factors that have contributed to the rise in burnout. In addition, employees are looking at their remuneration and seeing it