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<p>Transformational leadership has been commonly regarded as an adaptive form of leadership. While numerous studies have suggested a negative relationship between transformational leadership and burnout, there are also findings suggesting a non-significant relationship between them. According to the Job Demands-Resources theory, transformational leadership as an environmental resource could mitigate employees’ burnout. However, to date, no meta-analysis has comprehensively synthesized the relationship between transformational leadership and burnout. The current study aims to fill this gap. Including both cross-sectional and longitudinal studies about the relationship between transformational leadership and employee overall burnout as well as the three specific dimensions of burnout, the current study included 48 independent studies with a total of 38,051 participants. The average weighted cross-sectional effect sizes indicated a moderate magnitude, with transformational leadership demonstrating a negative association with overall burnout (<i>rho</i> = -.361, <i>k</i> = 25, <i>N</i> = 10,168), emotional exhaustion (<i>rho</i> = -.256, <i>k</i> = 21, <i>N</i> = 20,214), and depersonalization (<i>rho</i> = -.269, <i>k</i> = 13, <i>N</i> = 3,394), and a positive association with personal efficacy (<i>rho</i> =.268, <i>k</i> = 6, <i>N</i> = 1,311). Additionally, transformational leadership measured at earlier time points exhibited longitudinal predictability over time for both overall burnout (<i>rho</i> = -.410, <i>k</i> = 3, <i>N</i> = 1,134) and emotional exhaustion (<i>rho</i> = -.188, <i>k</i> = 3, <i>N</i> = 1,022) measured at later time points. However, the relationship between transformational leadership and overall burnout was found to be stronger in dissertations (vs. journal articles), the human service sector (vs. non-human service sector), and studies published earlier (vs. studies published later). The relationship between transformational leadership and depersonalization was stronger when burnout was measured with general scales (vs. occupation-specific scales) and when transformational leadership was measured with MLQ (vs. other scales). Implications are discussed.</p>

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A meta-analysis of the relationship between transformational leadership and employee burnout

  • 期刊论文

  • 发表日期：

    2025年7月10日

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  • Xiaoying Yuan

摘要

Transformational leadership has been commonly regarded as an adaptive form of leadership. While numerous studies have suggested a negative relationship between transformational leadership and burnout, there are also findings suggesting a non-significant relationship between them. According to the Job Demands-Resources theory, transformational leadership as an environmental resource could mitigate employees’ burnout. However, to date, no meta-analysis has comprehensively synthesized the relationship between transformational leadership and burnout. The current study aims to fill this gap. Including both cross-sectional and longitudinal studies about the relationship between transformational leadership and employee overall burnout as well as the three specific dimensions of burnout, the current study included 48 independent studies with a total of 38,051 participants. The average weighted cross-sectional effect sizes indicated a moderate magnitude, with transformational leadership demonstrating a negative association with overall burnout (rho = -.361, k = 25, N = 10,168), emotional exhaustion (rho = -.256, k = 21, N = 20,214), and depersonalization (rho = -.269, k = 13, N = 3,394), and a positive association with personal efficacy (rho =.268, k = 6, N = 1,311). Additionally, transformational leadership measured at earlier time points exhibited longitudinal predictability over time for both overall burnout (rho = -.410, k = 3, N = 1,134) and emotional exhaustion (rho = -.188, k = 3, N = 1,022) measured at later time points. However, the relationship between transformational leadership and overall burnout was found to be stronger in dissertations (vs. journal articles), the human service sector (vs. non-human service sector), and studies published earlier (vs. studies published later). The relationship between transformational leadership and depersonalization was stronger when burnout was measured with general scales (vs. occupation-specific scales) and when transformational leadership was measured with MLQ (vs. other scales). Implications are discussed.