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High involvement work practices often lead to burnout, but thanks to humble leadership

Gul Afshan (Sukkur IBA University, Sukkur, Pakistan)
Muhammad Kashif (Business School, GIFT University, Gujranwala, Pakistan)
Firdous Khanum (Jamia Millia Islamia University, New Delhi, India)
Mansoor Ahmed Khuhro (Shaheed Zulfikar Ali Bhutto Institute of Science and Technology – Larkana Campus, Larkana, Pakistan)
Umair Akram (School of Management, Jiangsu University, Zhenjiang, China)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 30 September 2021

Issue publication date: 12 October 2021

1102

Abstract

Purpose

Based on the conservation of resources theory, this study aims to investigate high involvement work practices (HIWP) as an antecedent to burnout with a mediating role of perceived work–family (WF) imbalance. Moreover, this study examines whether humble leadership moderates the relationship between HIWP and WF imbalance.

Design/methodology/approach

Using a time-lagged survey approach, data are collected from 200 employees working in the Indian services sector organizations.

Findings

The findings demonstrate that HIWP has a direct negative effect on burnout and an indirect effect via WF imbalance. Also, humble leadership moderates the relationship between HIWP and WF imbalance.

Originality/value

By studying the pessimistic view of HIWP in the Indian context, this study contributes to the scant studies available on its effect on burnout in collectivistic societies. Furthermore, humble leadership's moderating role in the relationship between HIWP and WF imbalance is unique to this study.

Keywords

Citation

Afshan, G., Kashif, M., Khanum, F., Khuhro, M.A. and Akram, U. (2021), "High involvement work practices often lead to burnout, but thanks to humble leadership", Journal of Management Development, Vol. 40 No. 6, pp. 503-525. https://doi.org/10.1108/JMD-10-2020-0311

Publisher

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Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

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