Hardiness as moderator of the relationship between structural and psychological empowerment on burnout in middle managers

Resumen

Using a sample of 210 middle managers, a time-lagged design with four data-collection points was used to test whether hardiness moderates the relationship between structural empowerment (SE), psychological empowerment (PE), and burnout. The structural equation model analysed revealed an indirect effect of SE on burnout through PE. This indirect effect is moderated by hardiness. The results also show that this indirect effect is only significant when the subject shows medium or high levels of hardiness. Our findings suggest that work environment conditions are not enough to explain the levels of burnout. Practitioner points: The propensity to experience burnout is linked to structural empowerment (SE). Therefore, employers should promote changes in the structural conditions of the working environment. Hardiness modifies the influence of SE on psychological empowerment (PE). Hardiness helps taking better advantage of the conditions of SE. Therefore, employers should promote training programmes on hardiness. Psychological empowerment mediates the relationship between SE and burnout. A moderate or high level of hardiness is needed for SE to raise PE and to diminish burnout symptoms. In the case of low hardiness middle managers, organizations must develop hardiness before enhancing SE. © 2017 The British Psychological Society