Abstract
This research focused on whether perception of burnout, measured by the Cherniss Burnout Scale, is related to managers' self-reported tactics of influence with subordinates. Contrary to expectations, analysis of the scores of 209 managers from 47 organizations indicated rational, ingtratiating, and inspirational appeals, consulation, and exchange tactics of influence were positively correlated with burnout, whereas scores on pressure and legitimacy were negatively correlated with burnout, scores. Limitations of the study were also mentioned.
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