HOW DO EMPLOYEES IN THE PUBLIC SECTOR IN ISRAEL PERCEIVE THE INFLUENCE OF THEIR MANAGER'S MANAGEMENT AND LEADERSHIP STYLES ON THEIR LEVELS OF BURNOUT AND THEIR CAPACITY FOR INNOVATION IN THE WORKPLACE?

Nehaia Usman

Abstract


This study examines how public sector employees perceive the impact of their managers' leadership and management styles on their burnout levels and innovation and creativity, based on growing concern regarding stress, low morale, and underperformance in value-adding roles in resource-constrained environments. Using a qualitative methodology involving a series of semi-structured interviews with 40 employees, the study identifies important themes, including a context of burnout, experience of stress from workload, innovative work behavior (IWB), performance, and relationships. The findings showed that leaders experience emotional exhaustion and inhibited motivation and innovation resulting from autocratic and unsupportive leadership styles, while participative and supportive leaders promote creativity, collaboration, and a level of job satisfaction too. The conclusion is that leadership style has psychosocial and relational dimensions much wider than just managerially oriented, where those dimensions matter to the work and the experience of the employee, personally, and organizationally too. This study advocates for leadership development and education in emotional engagement, inclusion, and stress-reduction strategies, offering practical contributions to public sector reform and theoretical contributions to the leadership and organizational psychology literature.

 

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public sector employees, leadership styles, management styles, burnout, workload stress, Innovative Work Behavior (IWB), employee performance, workplace relationships, participative leadership, organizational effectiveness, Israel

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DOI: http://dx.doi.org/10.46827/ejhrms.v9i2.2077

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