Abstract
PurposeThis study investigates the impact of coaching on manager/leader burnout using the conservation of resources theory, addressing a gap in the literature.Design/methodology/approachThe research examines the difference between two cohorts of leaders actively engaged with coaches and regresses coaching engagement on leader burnout while controlling for personality, leadership style and span of control.FindingsThe paper presents empirical evidence of the relationship, which finds a paradox in that those with coaches/mentors exhibit higher levels of burnout than those without.Originality/valueThe study offers an original perspective, highlighting the need for further empirical investigation into the dynamics between the role of a coach and leader burnout.
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