Keeping the spark alive: preventing burnout at work while increasing work engagement Online publication date: Wed, 28-Oct-2020
by Elif Bilginoğlu; Uğur Yozgat
International Journal of Management Practice (IJMP), Vol. 13, No. 6, 2020
Abstract: Leaders who ignite spirit, encourage passion and light the spark in employees to create the fire in their work environment are called the 'sparking leaders'. This study investigates mainly the impact of sparking leaders on the employees' work engagement, burnout and intention to leave the organisation and on the other side the impact of self-efficacy on the burnout and intention to leave the organisation, additionally. This study was conducted in Istanbul on participants working mainly in healthcare sector. Data of 291 respondents were subjected to exploratory factor analysis, reliability and convergent/discriminant validity analyses, and path analysis using SPSS and LISREL. Findings revealed that sparking leadership, as evaluated by employees, predicted work engagement and decreased their burn out as well as their intention to leave the organisation. The findings also revealed that the self-efficacy of the employees played an important role on decreasing their burn-out and intention to leave the organisation.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Management Practice (IJMP):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook