MANAGEMENT OF TRANSFORMATIONAL LEADERSHIP AND BURNOUT

Today's modern, fast-paced, expanding organizations are characterized by higher risks of burnout emergence among their employees than ever before. Many managers worldwide struggle to identify more effective measures for empowering employees in their jobs and sustaining work engagement. Thus, new management and leadership practices have been proposed and tested. For this research, we selected transformational leadership. The main objectives of this research are: to measure the occurrence of transformational leadership and burnout and to find out the potential relationship between them. The main research methods used were: self-reported questionnaires, a Burnout Assessment Tool, and a Global Transformational Leadership scale. The research results were processed with Jeffrey's Amazing Statistics Program. According to the results, transformational leadership negatively correlates with burnout, meaning that lower levels of burnout are experienced by employees led by the transformational type of leaders (managers). The findings of this research are specifically useful for private and public managers and scholars as well as human resources specialists and consultants, providing valuable insights about leadership practices that can improve employees' performance and reduce their burnout in organizations.