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gació en Psicologia dels Recursos Humans, del Desenvolupament Organitzacional, i de la Qualitat de Vida Laboral (Idocal), Universitat de València, Valencia, Spain 2 INTELEMA, Valencia, Spain Edited by: Julie Dextras-Gauthier, Laval University, Canada Reviewed by: Katharina Klug, University of Bremen, Germany; Silvia Lo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.515 | 0.828 | ["education", "economy"] | 483 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.700924 | [
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l 16; Accepted 2023 Nov 20; Collection date 2023. Copyright © 2023 Brooks, Ripoll, Sánchez and Torres. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.486 | 0.84 | ["innovation"] | 461 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.701075 | [
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d, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. PMC Copyright notice PMCID: PMC10726131 PMID: 38111868 Abstract Existing literature on executive coaching has shown beneficial outcomes for leaders. Indeed, executive coaching can ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.482 | 0.848 | ["leadership", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.701144 | [
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ur knowledge no prior study has investigated the influence of executive coaching on the dimensions of burnout and engagement concurrently. Therefore, the aim of the current study is to examine if an executive coaching intervention has positive effects on managerial burnout and engagement. We implemented a ten-week coac... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.444 | 0.86 | ["education", "leadership", "management"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.701202 | [
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andomly assigned to an intervention or a wait-list control group. Self-reported levels of engagement and burnout were collected at the start of the study protocol (T1) and at the end (T2). Coaching sessions for the intervention group were one hour once per week. The control group did not receive coaching. Repeated meas... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.612 | 0.832 | ["leadership", "education"] | 425 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.701264 | [
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n influences the leader’s engagement and burnout. Analyses revealed that all three dimensions of burnout significantly decreased for the intervention group over time while vigor increased. Findings did not reveal an increase in dedication and absorption. Consistent with prior literature, this study supports that execut... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.48 | 0.838 | ["leadership", "education"] | 499 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.701323 | [
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e burnout symptoms and increase vigor in leaders. Adding a follow-up survey to the design would allow for further exploration of the intervention on engagement. Keywords: executive coaching, burnout, engagement, leadership intervention, psychological well-being, quality of work life 1. Introduction Reports of employee ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.415 | 0.854 | ["leadership", "communication", "rhetoric"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.701461 | [
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,000 workers and found that even leaders are reporting higher rates of burnout, from middle managers at 43% to executives at 32%. In addition, the survey results also revealed that individuals who indicated they were burnt out were 22 times more likely to report higher stress and anxiety levels. Consequently, individua... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.446 | 0.85 | ["leadership", "management"] | 470 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.701589 | [
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being and work-life balance ( Gallup Inc, 2021 ). Thus, for leaders, these negative consequences likely hinder positive management practices. Indeed, previous research has shown that leaders who experience burnout enact lower managerial quality ( Parent-Lamarche and Biron, 2022 ) and that stress can influence a leader’... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.417 | 0.828 | ["leadership", "management"] | 413 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.701662 | [
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ess ( Skakon et al., 2010 ; Harms et al., 2017 ). Given the current rise in entrepreneurial burnout (Global Leadership Forecast, 2021 as cited by Arora et al., 2023 ), this is particularly concerning provided that when leaders burnout the resulting negative outcomes can act as a contagion that trickles down the organiz... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.42 | 0.87 | ["leadership", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.701724 | [
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ll-being and work performance, but can also have adverse effects on the employee. Therefore, it is pertinent to seek ways in which to reduce factors leading to burnout in leaders. Furthermore, while burnout is characterized by lower well-being and work performance, engagement is the antithesis with opposing characteris... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.526 | 0.824 | ["leadership", "philosophy"] | 411 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.701808 | [
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rable workplace outcomes ( Bakker et al., 2014 ). Thus, it is equally important that interventions focused on reducing burnout levels in leaders also seek to concurrently improve their levels of engagement. In this instance, it could be useful to look toward forms of leadership development such as learning practices th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.574 | 0.832 | ["leadership", "war_conflict", "education", "philosophy"] | 431 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.701894 | [
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ng their goals within the organizational context. Organizational learning of this nature often takes place in a one-to-one conversation with an outside professional such as a coach ( de Haan et al., 2020 ). This leader and coach relationship is known as executive coaching and it often functions to improve the leader’s ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.625 | 0.862 | ["leadership", "education", "networking", "career", "war_conflict"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.701957 | [
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ol that may prove to be an effective combatant for factors related to burnout by improving their workplace well-being ( Grant et al., 2009 ). Research has also suggested that executive coaching can improve leaders’ personal engagement in their work by way of enabling them to feel more productive and satisfied in the wo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.458 | 0.864 | ["leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702009 | [
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opularity in practice ( Grover and Furnham, 2016 ). Additionally, there is only a small amount of research that has utilized controlled interventions for examining burnout ( Maricuţoiu et al., 2016 ). Thus, researchers are less able to determine if any resulting effects are indeed from the intervention process or if re... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.408 | 0.858 | ["education"] | 506 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702070 | [
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dinal study designs ( Grover and Furnham, 2016 ). Further, studies examining how coaching may influence burnout or engagement is limited ( Grover and Furnham, 2016 ; de Haan and Nilsson, 2023 ). Thus, to the best of our knowledge, there has been no research examining both burnout and engagement in business leaders. The... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.486 | 0.85 | ["education", "leadership", "management"] | 487 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702128 | [
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ter implementing an executive coaching procedure. Further, we aimed to address the gaps in the literature by using a randomized control trial design to allow for a more meaningful understanding of any intervention effects on leader’s burnout and engagement levels. 2. Theoretical background 2.1. Executive coaching Coach... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.64 | 0.844 | ["philosophy", "leadership", "communication", "crisis", "education"] | 483 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702212 | [
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enhance their own performance ( Whitmore, 1992 ). Specifically, coaching has been typically used to intervene in the development and performance of employees, healthcare workers, athletes, and teachers ( Bagi, 2013 ). Additionally, it is often a leader that acts as the facilitator of the coaching process ( Carvalho et ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.544 | 0.864 | ["philosophy", "leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702268 | [
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the workplace for improving health (i.e., health coaching) or an individual’s life (i.e., life coaching) ( Passmore and Lai, 2019 ). Additionally, another occupational subtype emerged around the end of the 1980’s, where coaching is focused at the leader level and is referred to as executive coaching ( Tobias, 1996 ). F... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.627 | 0.688 | ["leadership", "negotiation"] | 431 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702341 | [
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main aspects of coaching ( Jones et al., 2016 ). In executive coaching, a leader within an organization and a coach develop and maintain a relationship where the coach facilitates the creation of mutually agreed upon clearly defined goals for the leader ( Grant et al., 2009 ; Smither, 2011 ; Jones et al., 2016 ). Thus,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.481 | 0.866 | ["leadership", "networking"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702445 | [
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ocess aims to review a leader’s inter/intrapersonal difficulties in order to identify and implement effective tools and methods for the production of positive workplace outcomes. Furthermore, executive coaching is considered to have a broader positive impact than other forms of individualized coaching given that the be... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.542 | 0.826 | ["leadership", "crisis", "salary", "philosophy"] | 417 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702505 | [
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rganization as well ( Ellam-Dyson et al., 2019 ). Thus, in this vein of thinking, executive coaching can also be considered a top-down approach to addressing some organizational problems. However, literature on how best to logistically implement executive coaching in practice is limited. For example, research on the pr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.549 | 0.832 | ["communication"] | 422 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702557 | [
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s mixed ( Sonesh et al., 2015 ; Pandolfi, 2020 ). Thus, more experimental research is warranted to expand the breadth of understanding as to what variances in executive coaching designs account for differing outcomes for coachees. 2.1.1. The GROW model To guide our intervention development, we used a behavioral-based c... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.542 | 0.86 | ["war_conflict"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702612 | [
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ly developed by Graham Alexander ( Passmore, 2019 ). Additionally, research has revealed that GROW is one of the most commonly used coaching models today ( Lai and Palmer, 2019 ). Likely, this is due in part to the model being so robust and flexible ( Panchal and Riddell, 2020 ). Further, GROW is very accessible in tha... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.409 | 0.88 | ["philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702668 | [
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iorism that involves a coach offering open-ended questions to facilitate a coachee in determining the behaviors needed to achieve specified goals. In Passmore’s (2019) “Behavioral Coaching” chapter in the Handbook for Coaching Psychology, he provided a detailed outline of the four stages of GROW. Here, he specifies how... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.462 | 0.844 | [] | 468 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702756 | [
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s multiple times throughout the coaching process. Thus, while GROW may appear to be a linear model it is intended to be recursive ( Whitmore, 2017 ). The first stage includes identifying a specific goal. It is deemed necessary to achieve goal clarity to allow the coachee to recognize their ability in achieving the stat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.84 | [] | 414 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702806 | [
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understand how they can best support the coachee. Furthermore, the goal should provide an adequate amount of challenge by which the coachee is intrinsically motivated to achieve the goal. In addition, a goal setting process should occur so that short-term goals are specified and add up to a larger long-term goal. Next,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.49 | 0.864 | ["motivation", "crisis"] | 498 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702868 | [
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discover how their goals fit into their reality. The process by which a coachee explores their reality is often self-reflective. Additionally, a coach may choose to administer a 360-degree questionnaire (e.g., a skills assessment completed by subordinates, peers, supervisors, and the individual of interest) to utilize ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.618 | 0.85 | [] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702929 | [
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reflection and 360-degree assessments can help the coachee to recognize whether their goals are realistic. The third stage is intended to initiate the coachee in determining what options they have available to them for achieving their goals. Here, the options are critically analyzed and sometimes weighted against one a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.587 | 0.85 | [] | 484 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.702977 | [
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ate an action plan for accomplishing their goals. Additionally, the coachee proposes a timeline in which the coach and coachee can review the progression of the goal achievement process. In the coaching sessions to follow the coach and coachee will engage in a detailed examination of the progress where setbacks and acc... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.62 | 0.86 | ["communication", "war_conflict"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703034 | [
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evement by way of highlighting those behaviors that appear to elicit a positive direction toward the coachee’s specific goals. To conclude, Passmore (2019) identifies that leaders are likely to benefit greatly from the GROW model given that, often, they already have goals that they are working to attain. Thus, GROW app... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.555 | 0.858 | ["leadership", "war_conflict", "motivation"] | 507 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703087 | [
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ing behaviors that are not serving their purpose. Therefore, it is likely that coaching interventions that utilize the GROW framework can address methods for reducing burnout and increasing work engagement. 2.1.2. Outcomes of executive coaching Similar to coaching for employees, executive coaching is a form of interven... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.469 | 0.706 | ["philosophy", "leadership", "communication"] | 483 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703140 | [
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; Jones et al., 2016 ; Passmore and Lai, 2019 ). Moreover, executive coaching has been linked with many positive outcomes. Notably, a systematic-analysis by Athanasopoulou and Dopson’s (2018) revealed over 70 positive outcomes from executive coaching. Here, some of the outcomes identified included those that benefited ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.642 | 0.694 | ["leadership", "management", "networking"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703195 | [
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he relationships leaders had with others (i.e., improved management and communication skills), those that reflected the interaction between the leader and their work (i.e., increased work performance, more felt relatedness to the organization, and feelings of value at work), and those that created benefits at the organ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.619 | 0.668 | ["leadership", "communication", "management", "networking", "salary"] | 435 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703250 | [
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sed productivity, and more effective leadership). Notably, since the publication of this meta-analysis, further studies on executive coaching have contributed to supporting the findings just mentioned and adding new positive outcomes in the process. For example, in a study that implemented an executive coaching program... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.583 | 0.85 | ["leadership", "education"] | 498 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703304 | [
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COVID-19 pandemic ( Addison and Shapiro, 2023 ). Indeed, executive coaching may have been a useful resource for leaders in the face of such uncertainty like the pandemic. For example, in a study that was conducted during the pandemic, leaders who participated in executive coaching sessions reported more well-being and ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.573 | 0.834 | ["leadership", "education", "philosophy"] | 421 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703357 | [
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id not attend coaching sessions ( Jarosz, 2021 ). Thus, the positive effects of executive coaching appear to be extensive in that the leader, the organization, and the employees can all profit. 2.2. Burnout “Burnout is a psychological syndrome of emotional exhaustion, depersonalization, and reduced personal accomplishm... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.434 | 0.686 | ["leadership"] | 435 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703408 | [
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some capacity” ( Maslach et al., 1996 , p. 192). However, current research has moved toward a more general understanding of burnout through three specific dimensions: emotional exhaustion (e.g., perceived depletion of mental and physical energy at work), cynicism (e.g., indifferent attitude toward work and members in t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.358 | 0.706 | ["war_conflict", "career", "philosophy"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703462 | [
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ckson, 1981 ; Edú-Valsania et al., 2022 ; World Health Organization, 2022 ). Emotional exhaustion, cynicism, and professional inefficacy are all symptoms that occur over time and often in response to aspects of an individual’s work environment ( Maslach and Leiter, 2008 ). Taken together, burnout is a process by which ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.498 | 0.848 | ["career"] | 447 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703509 | [
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can range on a continuum ( Bakker et al., 2014 ). Here, at the highest level, burnout symptoms occur over an extended period of time and often an individual requires a long recovery period ( Schaufeli et al., 2009 ). Consequently, high levels of burnout have been associated with depression ( Toker and Biron, 2012 ), so... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.339 | 0.868 | [] | 485 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703563 | [
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action with life ( Hakanen and Schaufeli, 2012 ). More specifically, within the work context, burnout symptoms can manifest into feelings of exploitation ( Bakker and de Vries, 2021 ), loss of dedication to their work and job dissatisfaction ( Maslach and Leiter, 2008 ), as well as low levels of job performance ( Demer... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.413 | 0.84 | ["career", "philosophy"] | 425 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703616 | [
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may develop into severe outcomes for individuals. For instance, in the leader’s case, occupational distress negatively impacts a leader’s ability to support employees ( Skakon et al., 2010 ) and find work-life balance ( Bunea, 2020 ). To illustrate, some indicators linked to these undesirable outcomes include the accum... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.464 | 0.836 | ["leadership"] | 449 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703667 | [
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ividual’s are exhausted ( Maslach et al., 2001 ). More specifically, an individual who experiences exhaustion from a depletion of emotional resources expended in the workplace, is said to be emotionally exhausted ( Roche and Haar, 2013 ). Interestingly, emotional exhaustion can occur when an individual is faced with in... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.385 | 0.852 | ["leadership"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703741 | [
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such as quickly displaying positive emotions when confronted with negative emotionally charged events (i.e., display emotional resiliency), they are more likely to burnout ( Casserley and Megginson, 2009 ; Garrosa and Moreno-Jiménez, 2013 ). Furthermore, leadership styles used by a leader, such as transformational lead... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.599 | 0.83 | ["leadership", "philosophy"] | 449 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703820 | [
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emotional exhaustion ( Zwingmann et al., 2016 ). Consequently, individuals may cope with emotional exhaustion by detaching themselves from the source of the drain ( Bolton et al., 2012 ). However, while psychological detachment has been shown to buffer the positive relationship between work stress and emotional exhaust... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.427 | 0.84 | ["networking"] | 442 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703881 | [
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he work place instead ( Parayitam et al., 2022 ). Thus, a leader who is unable to connect with their employees and other members of management will likely find it difficult to find organizational success. Further, it should be noted that detaching oneself from other members of the workplace is a common coping mechanism... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.456 | 0.856 | ["leadership", "management", "crisis", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703939 | [
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nt about various aspects of their work place (e.g., other employees, the organization, their job) ( Maslach et al., 2001 ). Accordingly, an individual is said to have become cynical. Individuals who display cynicism tend to do so when they perceive a lack of job resources (e.g., job control, feedback from their work, a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.522 | 0.72 | ["career", "decision_making"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.703995 | [
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in their job or derive meaning from their work ( Maslach et al., 2001 ). Thus, when both emotional exhaustion and cynicism are present in a person, it is likely that they also experience feelings of being incompetent or unsuccessful in their work endeavors ( Maslach and Leiter, 2008 ). Such feelings of failure are what... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.401 | 0.866 | ["leadership", "career"] | 508 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704065 | [
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he symptom can result in organizational problems. To illustrate, one of the key components of leadership is to inspire followers and when a leader lacks personal efficacy they are unable to inspire themselves at work, let alone inspire others. Also of note, high achieving employees are not always reliable in perceiving... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.475 | 0.854 | ["leadership", "motivation", "war_conflict"] | 508 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704117 | [
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rucial for preventing organizational dysfunction. Therefore, designing effective interventions to address the increasing indices of burnout among leaders is becoming ever more imperative. Thus far, prior literature has proposed various suggestions toward preventative and mitigative processes ( Schaufeli and Enzmann, 19... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.481 | 0.84 | ["leadership", "communication", "war_conflict"] | 464 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704185 | [
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briel and Aguinis, 2022 ; Bachman et al., 2023 ). Indeed, such suggestions include leader’s taking extended periods of time off from work, seeking support from people within their personal and work life, and creating changes in their identity or lifestyle ( Bagi, 2013 ). Additionally, interventions that help to develop... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.624 | 0.844 | ["leadership"] | 446 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704267 | [
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Maslach et al., 2001 ; Maricuţoiu et al., 2016 ). Furthermore, personal interventions initiated by the leader themselves have been proposed ( Bachman et al., 2023 ). Self-initiated interventions in this manner may include implementing time management strategies to ease job demands ( Li et al., 2018 ). Moreover, Schaufe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.584 | 0.69 | ["leadership", "management", "career", "war_conflict"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704329 | [
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hy lifestyles, relaxation, and cognitive behavioral techniques; Schaufeli and Enzmann, 1998 ). Currently, popular interventions for reducing burnout include those related to stress management such as cognitive-behavioral therapy (i.e., a form of problem-oriented psychotherapy) and relaxation interventions (i.e., mindfu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.49 | 0.684 | ["management", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704379 | [
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d relaxation interventions can help to reduce emotional exhaustion, they do not reduce other dimensions of burnout ( Maricuţoiu et al., 2016 ). Thus, effective interventions that can help reduce all dimensions of burnout require further consideration and examination. 2.3. Engagement Prior research has pointed to burnou... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.351 | 0.686 | [] | 441 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704431 | [
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r opposite of engagement ( Afrahi et al., 2022 ). More specifically, “Schaufeli and his colleagues have defined engagement as a persistent, positive affective-motivational state of fulfillment in employees that is characterized by vigor, dedication, and absorption” ( Maslach et al., 2001 , p. 417). Here, vigor is under... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.448 | 0.85 | ["motivation", "crisis", "llm"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704488 | [
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hen an individual is deeply connected to one’s work so much that they feel challenged, eager and a sense of meaning, and absorption is characterized as feeling joyful whilst fully attending to one’s work ( Schaufeli et al., 2002 ; Maslach and Leiter, 2008 ; Bakker et al., 2014 ). Thus, the three dimensions cumulate to ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.371 | 0.87 | ["crisis"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704543 | [
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l’s perception of responsibility and commitment to their job ( Britt et al., 2001 ). Moreover, work engagement has been conceptualized as a global attitude an individual has toward their work. Accordingly, engagement has been linked with increased work performance ( Mackay et al., 2016 ). Additionally, engagement may i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.367 | 0.858 | ["career", "war_conflict", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704592 | [
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happier which in turn improves their mental health. However, work engagement appears to be more closely related to motivational outcomes rather than health-related outcomes ( Bakker et al., 2014 ). Indeed, prior research has attributed work engagement as a product of an individual fulfilling their psychological needs (... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.344 | 0.822 | ["motivation"] | 412 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704743 | [
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) within the workplace ( Nimon and Shuck, 2020 ). This is in line with self-determination theory where it is said that individuals are motivated by their own psychological needs: being able to acquire knowledge (e.g., competency), having freedom in their choices (e.g., autonomy), and feeling as if we belong (e.g., rela... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.387 | 0.71 | ["decision_making", "motivation", "social_justice", "education"] | 475 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704806 | [
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ey are being driven by their psychological needs. Consequently, it has also been proposed that when an individual becomes unmotivated they do not remain engaged in their work (e.g., disengaged) ( Afrahi et al., 2022 ). Therefore, as mentioned previously, a disengaged worker is more likely to develop cynicism. However, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.854 | ["motivation"] | 468 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704864 | [
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hey are burnt out ( Schaufeli and Bakker, 2004 ). Though, when an individual notices they are disengaging, it could be helpful to look toward ways to increase engagement so as to prevent the potential burnout symptoms from manifesting ( Bagi, 2013 ). Notably, having engaged leaders within an organization is important f... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.429 | 0.858 | ["leadership", "war_conflict"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704918 | [
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n from the leader to follower; coincidently, this same effect can be seen with engaged leaders ( Lu et al., 2018 ; Addison and Shapiro, 2023 ). In other words, when a leader is engaged at work, they can act as a role model for their followers, who mimic the leader’s behavior and thus become more engaged in their work a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.493 | 0.882 | ["leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.704972 | [
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they can increase work engagement for their leaders as to benefit not only the leader, but also the employees. Thus far, interventions aimed at increasing work engagement have found some success. Indeed, a recent meta-analysis by Knight et al. (2019) found that mindfulness-based interventions have shown promising effec... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.495 | 0.854 | ["leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705025 | [
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icant positive results for each of the three dimensions of work engagement. Consequently, a more recent meta-analysis examined controlled interventions aimed at increasing engagement levels and here the researchers did find positive significant effects of the interventions on all three dimensions of engagement ( Vîrgă ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.566 | 0.828 | ["leadership"] | 445 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705079 | [
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ns included did not examine leaders specifically. In fact, most of the organizational literature that has investigated ways to intervene in the development of burnout and the promotion of work engagement, have focused on the employee versus the leader ( Maricuţoiu et al., 2016 ; Knight et al., 2019 ; Gabriel and Aguini... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.533 | 0.85 | ["leadership"] | 480 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705139 | [
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rs is an area that needs more consideration. 2.4. Executive coaching, burnout, and engagement Coaching has been shown to be an effective intervention to reduce negative workplace outcomes such as burnout in the early stages of the condition for employees ( Grant, 2017 ; Edú-Valsania et al., 2022 ). Furthermore, researc... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.442 | 0.856 | ["motivation"] | 482 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705191 | [
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in their level of stress ( Sonesh et al., 2015 ). Additionally, preliminary research on executive coaching has suggested that leaders who perceive they have engaged in a high quality coaching relationship can lead to improving their level of work engagement ( Van Oosten et al., 2019 ). That is, there does appear to be ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.488 | 0.872 | ["leadership", "networking"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705239 | [
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ching procedure (e.g., engagement) arise as a function of the tools used (e.g., SWOT analysis, feedback, etc.). Specifically, there is a need for further research on how certain executive coaching methods work ( Pandolfi, 2020 ). Notwithstanding, the tools selected are often based on the particular coaching method appl... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.483 | 0.706 | ["motivation", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705310 | [
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because they themselves want to change (i.e., they are intrinsically motivated) ( Joseph, 2003 ). Person-centered coaching can help guide individuals to make more authentic choices for themselves. Therefore, leaders may benefit from person-centered coaching to find more purpose in their work and therefore become more e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.558 | 0.848 | ["leadership", "decision_making", "motivation", "philosophy"] | 495 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705376 | [
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heir personal well-being ( Knight et al., 2019 ). However, despite these findings there is little research on interventions for leaders to address burnout or work engagement ( Bakker et al., 2011 ; Grover and Furnham, 2016 ). Equally important, there is simply a lack of research that focuses on the well-being of leader... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.529 | 0.876 | ["leadership", "communication"] | 491 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705430 | [
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ers to avoid burnout ( Bagi, 2013 ; Haar, 2021 ). In fact, a vast majority of leaders themselves have called for coaching to mitigate work-related stressors ( Campbell et al., 2007 ). Therefore, it is pertinent that research be conducted on ways in which executive coaching can aid leaders in navigating occupational str... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.498 | 0.85 | ["leadership", "education"] | 463 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705479 | [
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reduce their burnout ( McGonagle et al., 2020 ). The researchers of this study gathered a sample ( N = 59) of primary care physicians from the United States who were randomly assigned to an intervention group ( n = 29, M age = 43) and a waitlist control group ( n = 30, M age = 42). After completing a baseline survey, t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.567 | 0.858 | ["education"] | 436 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705532 | [
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mately every two weeks over a three-month period. Here, the coaching sessions lasted 30 min over the phone apart from an initial in-person session lasting 60 min. The waitlist control group did not partake in any coaching during this three-month period. Both groups (e.g., intervention and control) completed online surv... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.538 | 0.684 | [] | 449 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705579 | [
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intervention (e.g., three months and six months). Nine outcome measures were assessed in each survey, of which two outcome measures included burnout which was assessed with the Maslach Burnout Index ( Maslach et al., 1996 ) and engagement which was assessed with a 17-item engagement scale ( Rich et al., 2010 ). Repeate... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.508 | 0.686 | [] | 424 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705629 | [
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fect of time and group on burnout and engagement. Additionally, multiple comparison tests revealed that for the intervention group, burnout decreased from pre-intervention to post-intervention while engagement increased during this same period. Thus, this study suggests that executive coaching can be an effective tool ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.541 | 0.84 | ["education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705680 | [
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re physicians specifically, limiting the generalizability of the findings to leaders from other industry sectors. Additionally, the study used a combined score for examining burnout which is not only unadvisable by the founders of the Maslach Burnout Inventory scale ( Maslach et al., 1996 ), but also does not provide i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.398 | 0.856 | ["leadership", "economy", "education"] | 497 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705732 | [
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ssessed by component, but rather one total score. Therefore, it is evident more coaching intervention research is needed to adequately address leadership burnout and work engagement. Provided the strong negative correlation between burnout and engagement ( Cole et al., 2012 ; Nimon and Shuck, 2020 ), we predict that an... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.47 | 0.852 | ["leadership", "communication"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705785 | [
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tion, vigor, and absorption for leaders at both within- and between-person levels. Finally, we expect the levels of these three dimensions of burnout and three dimensions of engagement in the control group to remain relatively steady. H1 : The executive coaching procedure will decrease the leader’s level of emotional e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.466 | 0.858 | ["leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705837 | [
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e the control group’s level of dedication will remain stable. H6 : The executive coaching group will increase the leader’s level of absorption while the control group’s level of absorption will remain stable. 3. Materials and methods 3.1. Sample In the initial phase, a one-month recruitment period took place between Ja... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.429 | 0.846 | ["leadership", "education"] | 454 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705885 | [
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ere invited by email to participate in the study. All included participants held a managerial position and agreed to complete a questionnaire at the start of the study protocol and again at the end (i.e., 10 weeks later). Thus, recruitment produced 100 managers from companies located in Spain. The managers were then ra... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.427 | 0.836 | ["management", "education"] | 418 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705939 | [
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oup, so that each group consisted of 50 managers. Eight participants (i.e., two from the experimental group and six from the control group) did not complete the survey at T2 and thus were omitted from the study. Thus, the final participant sample (see Table 1 ) included managers from Spain ( N = 92; 64% male) ages 22 t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.453 | 0.88 | ["education", "management"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.705999 | [
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ough some had stopped after secondary education (23%) and even fewer after basic education (7%). Additionally, one manager did not indicate their educational level. Table 1. Sociodemographic characteristics of participants at baseline for sample groupings. Baseline Characteristic Intervention group Wait-list control gr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.53 | 0.714 | ["education", "management"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706050 | [
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64 70.33 Secondary 10 21.74 11 24.44 21 23.08 Primary 5 10.87 1 2.22 6 6.59 Open in a new tab N = 92 (intervention n = 47; control n = 45). Participants in the intervention group were on average 44 years old (SD = 10.29) and 41 years old (SD = 7.78) on average in the control group. a One participant from the interventi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.533 | 0.738 | ["education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706102 | [
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had the greatest influence on symptoms of burnout ( Maricuţoiu et al., 2016 ). Therefore, the intervention period in our study was conducted over a ten-week period. Data from this longitudinal study were collected from participants by way of a questionnaire prior to the start of the intervention period (T1) and then ag... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.394 | 0.862 | ["education"] | 510 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706153 | [
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e coaching sessions once a week for approximately one hour. A total of seven experienced coaches were responsible for performing the executive coaching sessions. To ensure adequate training for this specific process of executive coaching, a manual was developed that describes in detail all the steps to follow in each o... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.432 | 0.862 | ["philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706204 | [
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urces consultancy, prior to starting the process with the study participants. The senior coaches also met once a week with all the coaches for a training session to ensure the consistency of the intervention. Coaching sessions were conducted mostly face-to-face and online only in instances where it was impossible for t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.622 | 0.858 | ["leadership", "education"] | 505 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706255 | [
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completed the second questionnaire at T2. 3.2.1. Executive coaching intervention The coaching procedure used was a new tool for personal and professional development of managers. Relevant objectives of the coaching program for this study included reducing the stress and burnout levels of managers and increasing the lev... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.452 | 0.854 | ["management", "motivation", "career", "education", "philosophy"] | 510 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706312 | [
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coachee describes their life as well as what they perceive to be their main professional achievements. The session concluded with the coachee identifying specific achievable objectives that can be measured and are time bound. The second session, also began with a reflection period, but here only consisting of any perti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.417 | 0.844 | ["career"] | 484 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706363 | [
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weaknesses observed prior to unpleasant events). Next, coachees were guided by the coach to use the “Values and Anti-Values Tool.” Here, the tool had the coachee think about past or present figures and identify the characteristics they value and do not value. Then the coachee examined the resulting values and anti-valu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.864 | ["ethics", "strategy"] | 510 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706421 | [
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e world, their life’s mission, their mission as a leader, and their main work-related problems. Finally, the second session ended with a review of the coachee’s previously set objectives. Next, the coach invited the coachee to reflect on what they did to work toward these objectives in the past week and what they will ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.609 | 0.866 | ["war_conflict", "leadership"] | 501 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706477 | [
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cting on possibilities to overcome any obstacles. The reflection of set career goals and objectives was continued in each of the following sessions excluding the tenth session (i.e., the third session to the ninth session). In the third session, the coachee was asked to discuss an important work-related topic of their ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.574 | 0.846 | ["decision_making", "career"] | 454 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706528 | [
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mpted with two open questions about their future. Here, the coach used active listening, note taking, and the occasional question while the coachee answered. The session concluded with the use of a strengths, weaknesses, opportunities, and threats (SWOT) analysis regarding the coachee’s desired professional life over t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.43 | 0.85 | ["career"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706625 | [
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assessment typically completed by subordinates, peers, supervisors, and the individual of interest) about their managerial skills (e.g., leadership, communication, motivation, teamwork, and self-control). Next, the fifth session involved the coach providing the coachee with a summary of the 360-degree evaluation result... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.638 | 0.846 | ["leadership", "management", "communication", "motivation"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706686 | [
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with a detailed report of the results from the 360-evaluation. Here, the report includes the comparison of scores for each item across questionnaires completed. Additionally, the report included the coach’s identification of the coachees main strengths and areas of improvement based on the score comparisons. Once the c... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.611 | 0.852 | ["communication"] | 490 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706733 | [
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needing improvement as identified in the report. Here, the coach asked the coachee how they plan to improve the identified skills and then proceeded to take notes and encourage the coachee to identify specific tasks for their action plan. Session seven was centered around the coachee describing a detailed account of on... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.594 | 0.724 | [] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706781 | [
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do you feel?,” “What would you change?,” “What are you most passionate about or what do you like the most?,” and “What do you like the least and what can you not stand?” ). Finally, the coachee reflected the aspects they do not like in their current role and how they could change them. Next, in the eighth session, the ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.465 | 0.864 | [] | 461 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706826 | [
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ow they may mitigate the effects of the concerns. The identification and examination processes is facilitated by the coach by use of prompting questions (e.g., “Who or who is involved in the problem?,” “Do you have ability to solve the problem yourself?,” “Is it urgent?,” “How much does it impact your state or mood?,” ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.572 | 0.714 | ["management"] | 474 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706876 | [
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focused on the coachee’s relation to their team. Here, the coachee identifies the members of their team to which they work with on a regular basis. Then, the coachee reflects on any areas of improvement as well as any strengths they have regarding their team members. Next, the coach asks the coachee to state specific a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.645 | 0.878 | ["management", "war_conflict"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.706929 | [
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rior sessions and a final action plan toward the coachee’s development of their leadership performance is produced. 3.3. Measures 3.3.1. Burnout Burnout was assessed using the Spanish version ( Salanova et al., 2000 ) of the Maslach-Burnout Inventory-General Survey (MBI-GS) ( Schaufeli et al., 1996 ). The 15-item surve... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.598 | 0.672 | ["leadership", "career", "war_conflict", "philosophy"] | 421 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.707000 | [
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haustion, cynicism, and professional inefficacy). Each item had participants respond on a 6-point Likert scale with “Never” at 1 and “Every day” at 6. 3.3.1.1. Emotional exhaustion Emotional exhaustion was assessed on a subscale of five items. Sample items include: “ I feel emotionally drained from my work ,” “ I am ti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.357 | 0.886 | ["career"] | 508 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.707227 | [
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