The impact of personal, professional and organizational characteristics on administrator burnout

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

Women principals and the concept of burnout: an alternative voice?

“…However, essentially they expressed emotional exhaustion with many illness-related symptoms (Gmelch and Gates 1998) and high levels of burnout for personal accomplishment (Torelli and Gmelch 1993). The prevalent antecedents of principal burnout revealed were related to role conflict, intensive workload, role ambiguity, a wide variety of complex tasks to perform, fragmented workday, insufficient resources and rewards, problems with stakeholders, isolation inherent in the job, and few opportunities for promotion (Sarros 1988, Torelli and Gmelch 1993, Whitaker 1996, Gmelch and Gates 1998Friedman, 1999). Job ambiguity was found to produce the most significant influence on both depersonalization and personal accomplishment dimensions of burnout.…”

“…job burnout; and second, to examine whether their voices and interpretations do differ from common, 'androgynous' constructions of burnout, which were developed outside the field of education (e.g. Maslach and Jackson 1981, Shirom 1989, although they were used in research on principals' burnout (Sarros 1988, Gmelch andGates 1998).…”

Educational Marketisation and the Head’s Psychological Well–Being: A Speculative Conceptualisation

“…The second, depersonalisation, refers to a detached and callous response to clients, and the third, reduced personal accomplishment, refers to a decline in one's feelings of competence and achievement at one's work (Maslach and Jackson, 1981). Studies of the causes of school heads' burnout point to heavy workload, relations with staff, lack of support, the need to solve conflicts, working conditions and job responsibility (Borg and Ridding, 1993;Gmelch and Gates, 1998).…”

“…The new need for the head to build a positive school image and to gain public approval for programmes was also identified as a factor in the head's burnout (Gmelch and Gates, 1998), and a pressing aspect of his/her role (Gewirtz et al , 1995).…”

Burn-out among Israeli Arab school principals as a function of professional identity and interpersonal relationships with teachers

“…School principals, despite their responsibility and expected accountability, have not been studied as extensively. In the few studies on the subject, burn-out was examined in relation to performance-based accreditation standards, and to the age and gender of principals (Hipps and Halpin 1991), to the level of administration in education, administration stress, and sex-role orientation (Torelli and Gmelch 1993), to job intensity and role ambiguity (Gmelch 1994), to stress response (Gmelch and Chan 1995), to external pressures, job overload, bureaucracy, and lack of management (Draper and McMichael 1996), and to organization stressors and human resource management (Friedman 1997).…”