The Role of Emotion, Psychophysiological Markers of Burnout and Their Relevance within the Leadership Pipeline

Abstract

South Africa’s corporate world is known to celebrate workaholics who spend the majority of their waking hours at work. Leaders in financial roles tend to fit this description as they work under the constant pressure of tight deadlines and are expected to be meticulous. Long term exposure to such a taxing environment, without always having the necessary resources to meet ever increasing job demands, may have a negative impact on the health and wellbeing of these individuals. One such potential impact is burnout. This study aimed to determine to what extent burnout exists among leaders as described in the South African leadership pipeline that works in the finance departments of corporate institutions. The study also aimed to investigate the prevalence of emotional and psychophysiological markers of burnout, as well as to establish if these markers can act as predictors of or buffers against burnout.

The job demands-resources (JD-R) model, the general adaptation syndrome (GAS), and the leadership pipeline were integrated and used as theoretical points of departure. A mixedmethods approach with an explanatory design as typology was employed. As a result, the study covered three phases, namely (a) a quantitative phase, with psychological and emotional measurements, followed by (b) another quantitative phase, with physiological readings, enriched by (c) a qualitative phase, with semi-structured interviews. A purposive sampling technique was used, which allowed for a realised sample of 100 participants (n = 100) to complete the first phase. Based on the quantitative results obtained, the initial sample was subdivided into a burnout group (n = 3) and non-burnout group (n = 3) and these six participants completed the second phase. Six participants of the burnout group (n = 6) completed the third, qualitative phase.

MANOVAs were computed for the data gathered during the quantitative phase. The results indicated that significant differences exist between the burnout group and non-burnout group in terms of exhaustion (p < 0.001) and disengagement (p < 0.001), as well as overall scores (p< 0.001) as measured by the Oldenburg burnout inventory (OLBI). Significant differences (p< 0.071) were also observed between the non-burnout and burnout group on emotional selfawareness, emotional expression, emotional awareness of others, emotional reasoning, emotional self-management and management of others, as well as emotional self-control. Stepwise multiple regression analysis indicated that emotional self-management and emotional management of others can act as significant predictors of burnout. In addition, significant differences (p < 0.008) were present between the burnout – and nonburnout groups on Ryff’s Scales of Psychological Wellbeing (SPWB) with regard to the overall scores as well as the subscales related to environmental mastery, personal growth, purpose in life, and self-acceptance. Based on the stepwise multiple regression analysis done, environmental mastery and self-acceptance can serve as significant predictors of burnout.

Due to the small sample size, only descriptive statistics were conducted on the physiological measures. The results indicated visible higher cardio stress indices and heart rates for the burnout group. The non-burnout group displayed visible elevated alpha power frequencies when compared to the burnout group. Thematic analysis was conducted on the qualitative data and revealed three themes, namely nature of job, perception of burnout, and negative outcomes of burnout. These themes confirmed that leaders working in the finance departments of corporate institutions are prone to the risk of burnout. Although the overall prevalence of burnout was less than expected, both emotional and psychophysiological markers revealed noteworthy differences between the burnout group and non-burnout group, confirming that these two groups differ with regards to emotional intelligence and psychological wellbeing. Furthermore it was established that the presence of emotional management of self and others, as well as environmental mastery and selfacceptance could prevent burnout. Subjective experiences of burnout were mostly adverse in nature and considered costly to both the leader working in a finance department and the respective corporate organisation. The physiological results confirmed the multidimensionality of burnout and suggested that alpha waves, cardio stress indices and heart rate differed between the two groups and could thus be considered as physiological markers of burnout within this study. As a result, leadership wellness and developmental programmes should ideally include burnout awareness and prevention techniques, as well as promote emotional intelligence and psychological wellbeing.