The coaching and leadership burnout paradox

Abstract

Purpose

This study investigates the impact of coaching on manager/leader burnout using the conservation of resources theory, addressing a gap in the literature.

Design/methodology/approach

The research examines the difference between two cohorts of leaders actively engaged with coaches and regresses coaching engagement on leader burnout while controlling for personality, leadership style and span of control.

Findings

The paper presents empirical evidence of the relationship, which finds a paradox in that those with coaches/mentors exhibit higher levels of burnout than those without.

Originality/value

The study offers an original perspective, highlighting the need for further empirical investigation into the dynamics between the role of a coach and leader burnout.

Citation

Davis, J. and Jocic, M. (2024), "The coaching and leadership burnout paradox", Journal of Management Development, Vol. 43 No. 4, pp. 608-618. https://doi.org/10.1108/JMD-02-2024-0075