A STUDY OF BURNOUT IN RELATION TO SELF- MONITORING, LOCUS OF CONTROL AND LEADERSHIP STYLES
A STUDY OF BURNOUT IN RELATION TO SELF- MONITORING, LOCUS OF CONTROL AND LEADERSHIP STYLES
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2015-09
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Assumption University
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D999s 2015
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eng
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application/pdf
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98 pages
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Abstract
Salutogenic constructs like self monitoring and locus of control are deemed important
because relationship to well-being With the onset of globalization people life styles
and work environments have changed ler;iding to more stressful conditions at work
and in the long run a break down in daily functioning. The present multilevel study
investigated if, burnout which is a pathogenic construct can be impacted by
personality traits like self-monitoring, locus of control and utilization of different
leadership styles in different organizations in Bangkok, Thailand.
A sample size of 400 employees in executive and administrative positions was selected
randomly, from different organizations. The data was tested using quantitative
methods of descriptive and inferential analyses. The Structural equation modeling
tested, hypotheses 1,2,3,4 and 7. The t-test was used for hypotheses Sand 6.
Hypothesis] was partly supported by the data and indicated that higher the self
monitoring the lower the depersonalization. Hypothesis2 was partly supported by the
data and indicated that when a leader is transformational lower levels of emotional
exhaustion and depersonalization are experienced. Hypothesis3 was partly supported
by the data and indicated that when a leader is transactional the higher will be his
personal accomplishment. Hypothesis 4 is fully supported by the data since locus of
control moderates the relationship between transformational leadership and
depersonalization. Hypothesis 5 is partly supported by the data and even though,
personal accomplishment was not different in external and internal locus of control
employees, employees with internal of control surely experience less burnout overall.
Hypothesis 6 is not supported by the data since no differences were found in personal
accomplishment between internal and external locus of control as well as in the
differences of locus of control and self monitoring levels of employees who work in
management and administrative/operating levels. Finally, Hypothesis 7 was partly
supported by the data since employees who displayed transformational leadership
styles in management position had higher levels of depersonalization dimension of
burnout.
This study can be extended to other cultures and the knowledge gained can be used to
provide managers and administrators with an idea of what could elevate their
burnout levels and suggestions for alleviating burnout levels can be implemented.
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Includes bibliography.
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