The master's thesis examines the connection between leadership and burnout of employees at the Ministry of the Interior Republic of Slovenia. It focuses on the impact of certain leadership styles on two dimensions of burnout, namely fatigue and distanced attitude to work. The aim of the survey was to determine which leadership style contributes most to reducing the risk of burnout and which dimension of burnout is most frequently present among employees.
The target group consisted of 650 public sector employees at the Ministry of the Interior. To measure perceptions of leadership, the Multifactor Leadership Questionnaire (MLQ) was used, with individual statements rated on a scale from 0 (not at all) to 4 (frequently, if not always). The average values indicated that transformational leadership (M = 2.16) and transactional leadership (M = 2.02) were perceived as moderately present among employees, while passive-avoidant leadership was less evident (M = 1.20). To measure burnout was measured using the Oldenburg Burnout Inventory (OLBI), where respondents rated statements on a scale from 1 (strongly disagree) to 5 (strongly agree). A higher overall score indicated a higher level of burnout. Two dimensions of burnout were assessed – exhaustion and disengagement from work – with some items negatively worded.
Research results indicates that all three leadership styles studied are statistically significantly related to burnout dimensions, with transformational and transactional leadership styles being negatively linked to burnout i.e. a lower burnout rate, whereas passive-avoidant leadership style was linked to a higher burnout rate. It has been established that there were no statistically significant differences between men and women in terms of burnout, nor was burnout affected by education and work post. Differences were important in age groups as the younger respondents had higher burnout values.
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