Manager Burnout

What is Manager Burnout

Manager burnout is a state of physical, emotional, and mental exhaustion resulting from chronic work-related stress. Renowned burnout researcher Christina Maslach identified three key dimensions of burnout:

• Persistent exhaustion: A continual feeling of being physically and emotionally drained.
• Cynicism or depersonalisation: Developing a detached or negative view of one’s work.
• Perceived lack of personal accomplishment: A sense that one’s efforts are futile or underappreciated.

In practice, these dimensions interact to create a profound sense of disengagement. Managers experiencing burnout may find that even the most routine tasks become overwhelming, and their ability to lead and inspire their teams diminishes as a result.

What Are the Symptoms of Manager Burnout?

Burnout manifests through a range of symptoms that affect both personal well-being and professional performance. Managers may experience:

• Feelings of exhaustion and a significant lack of energy.
• A loss of motivation that makes it difficult to tackle daily challenges.
• Trouble concentrating or making effective decisions.
• Negative mood swings, increased conflicts, or a tendency toward isolation at work.
• Physical symptoms such as headaches, muscle tension, or digestive problems.

Consider the case of a manager who once thrived on collaboration. Over time, this individual becomes distant and irritable. They struggle to motivate both themselves and their team. These symptoms serve as early warning signs that the underlying issues need to be addressed before they escalate further.

What Are the Risks of Manager Burnout?

When manager burnout is allowed to develop unchecked, the consequences extend far beyond the individual. The risks include:

• Reduced Productivity: Overwhelmed managers often struggle to perform their roles effectively. For instance, research from HBR (2023) found that the self-reported productivity of managers experiencing all three dimensions of burnout is an average of 22 points lower.
• Higher Turnover: Burnt-out managers are significantly more likely to leave their organisations—managers suffering from all dimensions of burnout are 5.3 times more likely to depart (HBR 2023). This turnover increases recruitment and training costs and disrupts team cohesion as well as client relationships.
• Spill over to Employees: The effects of a burnt-out manager quickly ripple outwards. Teams often experience increased stress, weakened support systems, and uncertainty about priorities, which in turn heightens the risk of burnout across the entire workforce.

These risks highlight the urgency of addressing burnout not merely as an individual issue but as a systemic problem that can impact the whole organisation.

What Causes Manager Burnout?

Burnout is a complex condition with no single cause. However, the work environment plays a significant role. Some of the key contributors include:

• Toxic Workplace Behaviour: Research from the McKinsey Health Institute (2022) indicates that toxic workplace behaviour is the single biggest predictor of burnout symptoms and intent to leave. When patterns of disrespect and undermining interactions persist, managers face added stress that accelerates burnout.
• Excessive Role Demands: Today’s managers must juggle multiple responsibilities—from overseeing projects to managing people. The Manager Resilience Report (The Wellbeing Project 2024) identifies workload as the primary pressure point for managers. The constant pressure to deliver results can fuel unhealthy levels of stress.
• Lack of Adequate Support: Stepping into management is a major transition, yet many managers are ill-equipped for the role. A striking 77% of managers receive no managerial training upon being hired or promoted (Capterra 2024), leaving them without critical skills to lead effectively.
• Limited Autonomy: Middle managers often find themselves caught between top-down directives and the realities of day-to-day operations. With 44% reporting a lack of autonomy in decision-making (HR Digest 2023), managers may feel disillusioned and disengaged when they are unable to shape the projects or processes they oversee.

Each of these factors contributes to an environment where burnout can thrive, underlining the need for a holistic and proactive approach.

How to Prevent Manager Burnout

Preventing burnout requires a comprehensive strategy that addresses both the individual and the organisational environment. Here are some effective measures:

Build the Resilience of Managers

Resilience is the ability to adapt and bounce back from challenges. An effective resilience programme might include both resilience training and coaching.

Provide Targeted Manager Training

Investing in comprehensive training is crucial. Effective manager training should help managers to build their confidence and lead in a people-centric manner.

Clarify Roles and Responsibilities

Clear boundaries and expectations are essential. When duties evolve, prompt communication and support help prevent confusion and anxiety. Realistic workloads are key to ensuring that managers are not set up for burnout from the start.

Foster a Supportive Community

A sense of belonging can significantly mitigate burnout. Organisations can create internal mentoring programmes that pair experienced managers with those who are new or struggling, or establish dedicated forums where managers can share challenges and success stories.

Key Metrics to Track

A proactive approach to manager burnout begins with meaningful data. HR leaders should track indicators such as:

• Absenteeism and Sick Leave: Rising or repeated absences can signal mounting stress.
• Turnover and Retention Rates: High departure rates among managers often point to underlying workload or cultural issues.
• Engagement and eNPS Scores: Regular pulse surveys and Employee Net Promoter Scores (eNPS) can reveal shifts in morale.
• Performance Indicators: Sudden drops in productivity or team output may be early warnings of burnout.
• Psychometric Assessments: Tools like Wraw (Workplace Resilience and Wellbeing) provide quantifiable insights into resilience levels, enabling targeted interventions.

By regularly monitoring these metrics, organisations can catch early signs of burnout and intervene before the issues become entrenched.

Final Thoughts

Manager burnout is more than just an individual problem – it’s a systemic issue that affects organisational culture and performance. By understanding its causes and implementing proactive, preventative measures, organisations can not only mitigate burnout but also build a more resilient workforce and foster a healthier workplace culture.

Author Bio: Sandra Ordel is a Senior Business Psychologist specialising in workforce resilience and neuropsychology. She supports organisations worldwide to build resilient teams and cultures of healthy performance.