Abstract
This article aims to analyse the relationship between staff burnout and resistance to change as well as the implications for leadership. The Job Demands Resource Model, the Social Exchange Theory, and the Model of Socially Induced Burnout were used to analyse the relationship of burnout with resistance to change. Leadership support is essential in reducing the influence of job demands on staff and on overcoming burnout so that resistance to change is prevented. This lies on the development of a leadership approach based on the factors that influence burnouted staff against change.
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