UNRAVELING THE NEXUS OF EMPLOYEES BURNOUT AND ORGANIZATIONAL PERFORMANCE WITH MEDIATING ROLE OF PERCEIVED LEADERSHIP SUPPORT : EVIDENCE FROM HIGHER EDUCATION, PAKISTAN

Abstract

This quantitative study aims to unravel the intricate relationship between employees burnout and its impact on organizational performance placing a specific lens on the mediating role of leadership support. For this purpose, teaching faculty of public sector universities were counted population and multi-stages random sampling technique was applied and required data collected through survey questionnaire and analyzed through through SPSS software and AMOS software. The study found employees burnout has statistical positive impact on organizational performance with mediating role of perceived leadership support.  Further revealed that 1% deviation in employees burnout may cause 45% changes in organizational performance with 55% deviation in perceived leadership support. Meanwhile the model also reflects that 1% deviation perceived leadership support cause 31% organizational performance. Based on research findings it is suggested that organization may develop and implement a mechanism to measure leadership support interventions over period of time that includes but not limited to training in supportive communication, recognition programs. Further, suggest to tracks long-term changes in burnout and its impact on organizational performance. It is recommended to conduct a research study to investigate the virtual work arrangements and burnout and whether perceived leadership support differs in virtual work environment in contrast to in-person settings.

Key Words:  Employees Burnout, Emotional Exhaustion, Depersonalization, Personal Accomplishment Organizational Performance, leadership support, Higher Education