Hardiness as moderator of the relationship between structural and psychological empowerment on burnout in middle managers

Abstract

Using a sample of 210 middle managers, a time‐lagged design with four data‐collection points was used to test whether hardiness moderates the relationship between structural empowerment (SE), psychological empowerment (PE), and burnout. The structural equation model analysed revealed an indirect effect of SE on burnout through PE. This indirect effect is moderated by hardiness. The results also show that this indirect effect is only significant when the subject shows medium or high levels of hardiness. Our findings suggest that work environment conditions are not enough to explain the levels of burnout. Practitioner points The propensity to experience burnout is linked to structural empowerment (SE). Therefore, employers should promote changes in the structural conditions of the working environment. Hardiness modifies the influence of SE on psychological empowerment (PE). Hardiness helps taking better advantage of the conditions of SE. Therefore, employers should promote training programmes on hardiness. Psychological empowerment mediates the relationship between SE and burnout. A moderate or high level of hardiness is needed for SE to raise PE and to diminish burnout symptoms. In the case of low hardiness middle managers, organizations must develop hardiness before enhancing SE.

The Role of Sense of Power in Alleviating Emotional Exhaustion in Frontline Managers: A Dual Mediation Model

“…Third, by revealing the mediating roles of managerial self-efficacy and affective commitment in the relationship between sense of power and emotional exhaustion, our research enriches an understanding of the consequences of sense of power, thus contributing to the power literature. Specifically, in contrast to previous studies focusing on the effect of power [94], power distance [92], and empowerment [1,14] on emotional exhaustion, this study concentrated on the frontline managers' subjective perception of power and considered their sense of power to be a core resource for preventing emotional exhaustion. Moreover, managerial self-efficacy and affective commitment served as two bridges to link sense of power and emotional exhaustion.…”

“…Simultaneously, with organizations becoming flatter, the wider spans of control aggravate the management difficulties of frontline managers. These factors create significant pressure and may threaten their physical and mental health, leading to serious job burnout [1][2][3][4]. "Burnout" is a widely studied topic in occupational health psychology, and refers to a state of physical and mental fatigue related to negative attitudes toward work.…”

“…These factors may be personal (e.g., personalities; [11]) and situational (e.g., perceived organizational support; [13]). Some studies have found that empowering employees by providing access to support, resources, autonomy, and learning opportunities can enhance their ability to complete work efficiently and may prevent emotional exhaustion (e.g., [1,14,15]). From this perspective, frontline managers generally have specific sources of power (i.e., defined as control over valued resources; [16]) compared with subordinates.…”

Work Context and Burnout: Confirmation of Moderators from Meta-analysis Evidence

“…Type A personality, which is related to anxiety and perfectionism for high achievement, may predispose burnout when workers do not believe they had reached a respectable performance at work (Sanchez & Oliveira, 2016). On the other hand, hardiness to stressors and coping for acting in front of ambiguity focusing on solving problems act as personal protectors (Ayala-Calvo & García, 2018). Situational aspects like social and familiar support improve individuals' abilities to overcome burnout (Woodhead, Northrop, & Edelstein, 2016).…”

When empowered nurses are under stress: Understanding the impact on attitudes and behaviours

“…There are two types of empowerment: structural empowerment (i.e., the environmental component) and psychological empowerment (i.e., the individual component). Prior research suggests that structural empowerment leads to psychological empowerment in individuals (Laschinger et al, ; Laschinger, Finegan, & Wilk, ; Spreitzer, ; Wagner et al, ) resulting in positive workplace outcomes, such as increased job satisfaction (Laschinger et al, ) and reduced burnout (Ayala Calvo & García, ). Thus, it is likely that increasing empowerment in the workplace will result in increased positive attitudes and behaviours.…”