Supervisors Can Burn-Out Too

The study examines the distinct experience of burnout and its antecedents among sixty-two supervisors in public welfare organizations. The results suggest that in contrast to line workers, the supervisors experienced significantly high levels of depersonalization and reduced personal accomplishment, but only a moderate level of emotional exhaustion. The primary cause for the supervisors' burnout was ambiguous and incompatible organizational policies. In addition, person-role conflict, perceived overload and conflicting expectations from superiors also contributed to the supervisors' burnout. Social support moderated the influence of both role conflict and ambiguity. The study concludes with implications regarding the burnout syndrome and administrators' stress.