Let’s get right to it: burnout isn’t just an HR buzzword, and it’s not the cost of ambition, either. It’s real, it’s widespread, and if we’re not careful, it quietly takes down the sharpest minds and most passionate teams right under our noses. This guide lays out what burnout is, why it happens in the first place, the turning points where managers can step in, and practical strategies for lasting workplace health. We focus on both the bigger picture, organizational structure and leadership habits, and the daily, lived experience of people at work.
Here, you’ll find tools to spot early warning signs, address root causes, and build an environment where employees, and leaders, can actually thrive, not just hang on. Burnout prevention isn’t about working harder. It’s about working better, together.
Understanding Burnout: Causes, Stages, and Warning Signs
Before we talk solutions, it’s crucial we understand exactly what we’re up against. Burnout isn’t just one bad day, a rough week, or that jittery feeling before a deadline. It’s a deep-seated process that builds over time, driven by both the realities of work and the way we relate to it. It often starts subtly, with creeping exhaustion, a little less spark, then builds into something that can affect our energy, mood, performance, and relationships, at work and beyond.
This section explores the fundamental differences between everyday stress and true burnout, including the staged progression of burnout from early enthusiasm and stress to chronic burnout symptoms (De Hert, 2020). We also break down the classic five stages of burnout, giving you the context needed to catch early shifts before they become a crisis. Recognizing these shifts isn’t only about being a “good boss”, it’s also being a responsible leader who knows when and how to intervene for the sake of your team’s well-being and the health of the entire organization.
Whether you’re new to management or have seen it all before, understanding how burnout unfolds will help you respond with empathy, clarity, and purpose. If you want a closer look at the emotional and relational side of burnout recovery, especially for high-functioning professionals, it can be empowering to explore burnout therapy as well. That’s where deeper change begins.
What Is Burnout and How Does It Differ From Stress?
Burnout is not just feeling tired after a long week. Clinically, burnout is a chronic, multi-layered state that builds up over time due to ongoing workplace stress that goes unchecked. It’s defined by three main components: emotional exhaustion, reduced sense of personal accomplishment, and increasing detachment or cynicism about work (Maslach et al., 2001). People often describe it as hitting a wall, where going through the motions becomes a rule instead of the exception.
Stress and burnout may sound a lot alike, but they’re not the same animal. Stress is often about too much, too many demands, too little time, too much pressure. With stress, you might still feel hope that “if I just get through this week,” things will get better. Burnout, on the other hand, is about not enough. Not enough energy, not enough joy, not enough meaning. It leaves people emotionally drained and unable to recover, even with time off.
Understanding that difference matters for managers. Ordinary stress, when recognized, can often be fixed with a breather, clear goals, or support. Burnout needs deeper attention, and left unchecked, it spreads, impacting teams, draining motivation, and making even small tasks feel overwhelming. If you want a broader sense of how chronic stress and emotional states affect workplace health, the depth-focused practices at Midtown NYC Therapists can shed light on ways to support authentic resilience, not just mask symptoms.
The Five Stages of Burnout and Early Warning Signs at Work
- Honeymoon Phase: This is when somebody’s new to a role or project and motivation’s sky-high. Enthusiasm is strong, but if expectations are unrealistic and self-care slips, cracks can start forming.
- Onset of Stress: The workload starts to bite, deadlines tighten, and stress becomes more noticeable. People might skip breaks, work longer hours, or take on extra responsibility just to keep up, but tension begins to build.
- Chronic Stress: Now, stress isn’t going away. Fatigue lingers, concentration dips, and irritability can show up in meetings. Physical symptoms (like headaches or trouble sleeping) might become more common, and work starts to bleed into personal time.
- Burnout Proper: At this stage, energy is seriously depleted. Motivation collapses, detachment grows, and mistakes or missed deadlines become frequent. There might be growing cynicism or a sense that nothing you do really matters.
- Habitual Burnout: If nothing changes, burnout becomes the new normal. Withdrawal, absenteeism, or total disengagement are common. This is when performance, wellness, and relationships take the biggest hit, inside and outside work.
Managers who can identify early warning signs, like sudden withdrawal, loss of enthusiasm, declining work quality, or increased conflict, stand a better chance of stepping in before problems spiral out of control.
Burnout Indicators Managers Should Not Ignore
- Persistent Emotional Exhaustion: Employees who seem perpetually drained, unenthusiastic, or numb, beyond the typical Monday blues, may be heading toward burnout.
- Increased Absenteeism and Tardiness: Frequent sick days or lateness can be a red flag for burnout, especially when it breaks from an employee’s usual pattern.
- Drop in Performance: Missed deadlines, more errors, forgotten tasks, or an unexpected decline in work quality are often warning signs, not laziness.
- Heightened Irritability or Withdrawal: Changes in attitude, increased sarcasm, or pulling away from team interactions can signal emotional distress.
- Reduced Initiative or Engagement: When even formerly reliable team members start only doing the bare minimum or seem checked out, early intervention is key.
Root Causes of Employee Burnout: Managerial and Organizational Factors
Beneath the surface of every burnout case, there are often systemic forces at play, sometimes hiding in plain sight. It’s tempting to believe burnout boils down to personal resilience, but that just scratches the surface. The reality is, workplace culture, leadership styles, and organizational design shape how job demands accumulate and whether employees have enough resources, support, and control to manage them effectively (Demerouti et al., 2001).
This section looks past individual coping skills and shines a light on how fair treatment, leadership support, workload management, and clear communication are critical levers for manager-driven solutions. If left untended, these workplace dynamics create an undercurrent that erodes motivation and well-being, no matter how talented or dedicated a team may be. By understanding these systemic drivers, managers can move from band-aid fixes to strategies that strengthen the roots, not just treat the leaves.
Unfair Treatment and Lack of Manager Support
Few things burn people out faster than feeling invisible, expendable, or unfairly treated at work. Whether it’s favoritism, uneven workloads, or a lack of recognition for contributions, injustice eats away at morale. When employees sense their effort doesn’t matter, or that the rules don’t apply evenly to everyone, distrust and resentment can set in, fuel for the burnout fire.
Supportive management isn’t about empty kudos at meetings; it’s about being available, consistent, and responsive to needs. Managers who check in regularly, listen with care, and act on concerns send a clear message: you matter here. When this backing is missing, even high performers can lose their spark and disengage.
Watch for signs your team feels undervalued: dropped engagement, low participation, or avoidance of new challenges. Sometimes, what’s needed is not quick praise, but a deeper restructuring to build genuine trust and fairness. If you’re looking at this from a bigger lens, wanting long-term, sustainable change, tools like depth-oriented, psychodynamic therapy approaches can help illuminate unconscious patterns that sustain injustice, not just treat its symptoms.
Unmanageable Workloads and Unrealistic Expectations
Let’s be blunt: expecting employees to do more with less isn’t a growth strategy. When teams face chronic overwork, impossible deadlines, or “always-on” expectations, even the most capable folks will eventually falter. Unmanageable workloads set up a cycle, people overextend, quality slips, so more gets piled on, and so on. Eventually, exhaustion and disengagement are the only way out.
What sometimes gets missed is how managers themselves can unknowingly make things worse. Maybe it’s only giving vague guidance or not prioritizing what must get done now versus what can wait. Or, it’s a habit of rewarding those who stay late as a badge of honor. Over time, that plays out as frustration, higher turnover, and yes, burnout.
Reducing chronic pressure takes more than a pep talk or a pizza party. It’s about openly assessing demand against capacity, setting clear (and reasonable) expectations, and creating space for regular, honest conversations about what’s realistic. Organizations that want to keep their edge must recognize that relentless grind is not a shortcut to results, it’s a fast lane to burnout.
The Impact of Unclear Communication from Managers
Nothing saps motivation quite like trying to read your boss’s mind. When managers are vague, inconsistent, or leave important details out, confusion and anxiety rise. Employees spend extra energy second-guessing what’s expected, or worse, they freeze up and stop asking for help.
Frequent, clear communication, regular check-ins, straightforward priorities, and a willingness to clarify, helps create an environment where people can focus on the work, not worry about hidden agendas. That kind of clarity is an underrated antidote to stress and burnout.
Managerial Strategies to Prevent and Address Burnout
Now that we’ve uncovered the roots and warning signs of burnout, it’s time to focus on what managers can do every day to turn things around. Preventing burnout isn’t just about reacting when things go south. It’s about setting the stage: building habits, structures, and cultures where resilience can actually take root.
This section breaks down clear, actionable strategies, from spotting early warning signs and holding honest conversations to adjusting workloads and modeling what true self-care looks like. The goal? Give managers the practical playbook to nip burnout in the bud and foster a culture where high performance and well-being don’t have to be at odds.
Training Managers to Recognize and Respond to Burnout
- Scenario-Based Training: Use real-life examples and case studies to practice spotting subtle signs of burnout, not just the glaring ones. This builds sharper observation skills and teaches managers when “just a bad day” might actually be something more serious.
- Active Listening Exercises: Equip managers with skills to listen beyond the words, paying attention to tone, body language, and what’s not being said. Reflective listening creates an environment of trust, making it easier for team members to be open about struggles before they become crises.
- Safe Spaces for Honest Conversations: Encourage managers to create regular moments for checking in, without judgement or defensiveness. Openly ask how folks are doing, what’s feeling too heavy, and what support might actually help.
- Emotional Intelligence Development: Go beyond technical leadership skills. Empathy, self-awareness, and emotional regulation are foundational to preventing and intervening in burnout situations. Ongoing coaching or peer feedback can help keep these skills sharp and relevant.
When managers are trained to both recognize and respond to burnout, they build a culture where early intervention, rather than denial or crisis mode, is the everyday standard.
Setting Realistic Expectations and Delegating Effectively
- Clarify Priorities: Set goals that are achievable, with clear deadlines and open conversation about what can realistically get done in the time allowed.
- Delegate by Strength: Assign tasks based on each team member’s strengths and bandwidth, not just who has “always done it.” This empowers employees and spreads responsibility more fairly.
- Check in and Reassess Often: Don’t just set expectations and forget them. Make time to reassess workloads, adjust when things change, and encourage team members to speak up if they’re overwhelmed.
- Empower Decision-Making: Give employees enough control to plan their work methods and timelines whenever possible. That autonomy lightens psychological load and builds trust.
A little recalibration up front saves everyone the stress, and drama, of last-minute burnout sagas.
Fostering a Supportive Environment and Prioritizing Self-Care
- Model Healthy Boundaries: Let employees see you take breaks, clock out at a decent hour, and talk openly about the need to recharge. Your example gives permission for others to do the same, counteracting any silent pressure to “power through.”
- Acknowledge Emotional Strain: Recognize that stress, grief, or fatigue are real and valid, especially during high-pressure periods. Normalize conversations about mental and physical health, making it clear that well-being is a shared value.
- Formalize Rest and Flexibility: Put policies in place (like scheduled breaks, mental health days, or remote work options) that show you mean it when you say self-care matters. Make it easy, not risky, for employees to step back when needed.
- Provide Access to Support: Share information about resources, peer support, confidential counseling, or therapy practices like Midtown NYC Therapists, so employees have options if challenges become overwhelming.
Building a culture of care is an ongoing practice, not a box to check, so prioritize it as a living, breathing part of team life.
Empowering Managers with Emotional Intelligence to Prevent Burnout
Preventing burnout isn’t just about policies and checklists, it’s also about how managers interact with their teams every single day. Emotional intelligence (EI) is the not-so-secret sauce here. When managers can read a room, notice when someone’s off, and respond with real empathy and flexibility, small problems don’t become crises.
This section connects the dots between those “soft” skills and concrete outcomes: less stress, more trust, and a safer, more resilient team culture. Good management isn’t only about process; it’s about people. Empathetic, emotionally attuned leadership can stop burnout before it ever gets rolling.
Developing Empathetic Communication Skills in Managers
Empathy in communication goes beyond “active listening” posters in the break room. It means really tuning into what an employee is saying and feeling, and what they’re not saying too. Managers who respond with validation (“That sounds really tough, I get why you’d be frustrated”), reflective listening (“What I’m hearing is this deadline feels unrealistic, am I right?”), and a non-judgmental stance foster genuine trust instead of fear.
Even a simple, “Tell me more,” or “Is there something on your mind?” can open the door to real conversations. When folks know you’re listening, not just checking a box, they’re much more likely to share concerns before those concerns harden into real burnout. Techniques might include grounding the conversation, literally, “let’s sit and talk, no rush”, or using open questions so employees don’t just nod and say what they think you want to hear.
Manager empathy isn’t a feel-good bonus; it’s a core skill. By consistently practicing empathetic communication, leaders give teams the psychological safety to be real about stressors and work through problems together, before burnout becomes entrenched.
Recognizing Emotional Cues and Subtle Signs of Distress
- Social Withdrawal: An employee stops joining chats, skips meetings, or eats alone more than usual, watch for this pattern over time.
- Uncharacteristic Sarcasm or Cynicism: If someone who used to joke or encourage suddenly turns biting or negative, it’s worth asking what’s changed beneath the surface.
- Drop in Initiative: Workers who once took on projects enthusiastically may suddenly only do what’s assigned, with no extra input.
- Repeated Minor Conflicts or Irritability: Little flare-ups with coworkers or open frustration with small tasks may actually be distress bubbling up.
- Body Language Shifts: Slumped posture, fidgeting, avoidance of eye contact, even small behavioral tells, can signal that an employee is struggling with more than just a passing bad mood.
Recognizing and responding to these cues early prevents escalation and builds lasting resilience.
Building a Burnout-Resistant Workplace Culture
If we want to get serious about preventing burnout, it can’t just be something in the company handbook. Culture eats policy for breakfast, as they say. A true burnout-resistant environment grows in workplaces where purpose, recognition, and fairness are more than slogans, they show up in daily habits, leadership decisions, and how people are treated every step of the way.
Managers have a pivotal role in making employee well-being central to the organization’s DNA. This means regularly connecting work to mission, celebrating wins, and creating a climate where every voice counts. Culture won’t change overnight, but the day-to-day steps covered here make the biggest difference in keeping teams healthy for the long haul. For deeper support around identity, belonging, and big-picture meaning at work, consider the approach at Midtown NYC Therapists, known for supporting high-pressure professionals through life transitions and workplace challenges.
Integrating Well-Being into Organizational Culture
To truly prioritize well-being, it needs to be built into every layer of the organization, from the first day of onboarding to weekly team meetings and official communications from leadership. This means more than occasional wellness weeks. It’s about regularly discussing mental health, making resources and time for rest non-negotiable, and integrating well-being into employee goals and performance reviews.
Policies should signal that employees are trusted to manage their energy and take care of their own needs. Leadership can reinforce this by explicitly naming psychological safety and mental health as company values, then demonstrating those values in action, whether through flexibility around schedules, access to wellbeing resources, or simply making space for employees to speak up about what needs to change without fear of payback or ridicule.
Organizations that walk this talk don’t just have less burnout, they end up more productive too, thanks to improved morale and fewer avoidable breakdowns over time.
Connecting Employees’ Roles to Organizational Purpose
Work doesn’t feel like a grind when people know their contributions matter. Connecting daily tasks to a bigger mission cultivates pride and stamina, especially during tough stretches. Managers should regularly explain how each role fits into the organization’s success, celebrate impact as it happens, and encourage open discussion so employees’ voices shape the ongoing story.
Purpose brings meaning, buffers stress, and keeps folks engaged even when things get messy.
Promoting Growth, Recognition, and Fairness
- Personalized Feedback and Growth Plans: Offer regular feedback that’s not just about mistakes, but also highlights strengths and growth opportunities tailored to each person.
- Transparent Communication: Address issues and decisions directly, with as much context as is possible to share, so nobody feels left in the dark or out of the loop.
- Acknowledgement and Public Recognition: Take public opportunities, team meetings, company newsletters, milestone celebrations, to highlight successes and contributions that might otherwise go unnoticed.
- Openness to Opinions and Ideas: Create formal and informal avenues for staff to suggest improvements, air grievances, or provide input on changes, then act on what you hear.
- Equitable Opportunity Structures: Make sure growth, special projects, and leadership development are accessible to everyone, not just “the usual suspects.” That fairness, seen and felt, makes burnout a lot less likely.
Structural and Policy-Level Interventions for Burnout Prevention
Even the best culture needs a solid structure behind it. If the job itself is designed to grind people down, no amount of friendly chats or pizza Fridays will fix it long term. It matters how work is organized, what control employees have over their time, and whether the environment itself supports focus or just piles on distractions.
This section explores how rethinking jobs, schedules, performance metrics, and physical or virtual workspaces can dramatically cut down on chronic stress. By baking real flexibility and collaborative power into everyday practices, leaders create the kind of foundation where burnout struggles to take root.
Designing Jobs for Autonomy and Control
Giving employees autonomy, meaning control over how and when they get the job done, has proven benefits for motivation, creativity, and resilience. Instead of prescribing every step, managers can let people own their tasks and timelines where possible, adapting methods to fit individual strengths.
Strategies for building autonomy include flexible scheduling, job sharing, and participatory goal setting. Ask employees their preferred work style, involve them in planning, and allow for adaptation as demands shift. When people feel a sense of control, stress is absorbed as challenge rather than threat, and that’s a recipe for less burnout all around.
Accommodating special needs or personal time constraints isn’t just kind, it’s smart. It keeps more of your talent in the game and builds a workforce that trusts its leaders to support them as people, not just as roles.
Improving Work Environments for Focus and Collaboration
- Quiet Zones: Designate areas, physical or digital, where deep work can happen without interruption, keeping distractions at bay and giving brains room to recharge.
- Regular “No-Meeting” Times: Protect stretches of the day or week when employees can focus on high-priority work without constant context switching.
- Flexible Collaboration Spaces: Equip both office and remote workers with tools and virtual spaces to brainstorm, check in, and share ideas in low-pressure, supportive ways.
- Natural Light and Comfort: In physical offices, prioritize lighting, ergonomic workstations, and break areas that encourage folks to move and rest, supporting cognitive stamina.
Leadership Accountability and Organizational Responsibility
We can’t talk about burnout solutions without looking at the folks steering the ship. Leaders shape culture, set priorities, and model what healthy boundaries look like. When leadership takes an active, visible role in burnout prevention, it sends a message that well-being isn’t just a soft goal, it’s the foundation for every other form of success. This section tackles the responsibilities of those at the top, and why their own support systems matter, too.
The Role of Leadership in Preventing Burnout
Organizational leaders set the tone for how seriously burnout is taken. Their words, actions, and policies communicate what’s valued, from work-life balance expectations to how mistakes, growth, and feedback are handled. Leaders who model wellness themselves, prioritize psychological safety in meetings, and create space for rest and honest discussion build more resilient organizations at every level.
Policy suggestions include publicly supporting mental health initiatives, setting manageable strategic goals, and holding themselves and others accountable for practicing self-care, and for catching burnout in its early stages. Visible commitment matters; if leadership isn’t walking the talk, the rest of the company will tune out.
Addressing Burnout in Leaders and Managers
Managers and executives aren’t immune to burnout, in fact, they might be at higher risk thanks to competing pressures, isolation, and the myth of needing to know all the answers. Exhausted leaders make worse decisions, respond with less patience, and unintentionally spread stress down the line.
To protect themselves and their teams, managers should get honest about their own limits, set or reset boundaries, and seek peer support. Confidential groups or guided leadership reflections allow for candid problem-solving and reduce the sense of going it alone.
Aligning Individual Workloads with Personal Strengths and Motivators
Here’s a truth most managers miss: preventing burnout isn’t only about taking things off people’s plates. It’s often just as important to make sure what’s on there fits who they are and what energizes them. Work that matches someone’s natural strengths and motivators is less draining, more engaging, and more likely to leave them feeling fulfilled instead of exhausted.
These next sections walk you through strengths-based work assignment and motivational check-ins, a modern approach to building teams where folks at all levels are less likely to burn out and more likely to thrive. Go beyond generic, top-down delegation: lean into each team member’s unique potential as a buffer against disengagement and stress.
Using Strengths-Based Task Assignment to Reduce Burnout Risk
- Use Strengths Assessments: Invite employees to complete straightforward strengths surveys or self-reflection exercises.
- Observe in Action: Pay attention to which tasks or projects see team members light up versus burn out.
- Match Work Smart: Assign complex or demanding projects to those most energized by challenge, and delegate process work to the folks who excel at organization or consistency.
- Rotate Regularly: Allow all staff to sample different roles over time, so untapped talents come to the surface and engagement stays high.
Conducting Motivational Check-Ins Beyond Performance Reviews
Motivational check-ins are short, informal conversations about what tasks are fueling or draining team members at any given moment. Ask what parts of their jobs feel most meaningful, and what’s weighing them down. Simple, regular touchpoints, outside of formal review cycles, let managers spot burnout risks early and make real-time adjustments to better fit individual strengths and drivers. It’s a proactive, personal approach that keeps energy and morale from running dangerously low.
Building Managerial Resilience to Model Sustainable Work Habits
Let’s not sugarcoat it: managers who run on fumes set the tone for everyone else. If you’re burning the candle from both ends, your team sees it, and often copies it. This section highlights why managers’ own boundaries, pacing, and peer support aren’t selfish. They’re essential if the goal is a team culture where everyone (including leadership) embraces sustainable work, rest, and connection.
Preventing Manager Burnout as a Foundation for Team Health
Manager exhaustion goes further than missed deadlines, it chips away at decision quality, patience, and the whole climate of the workplace. To break the cycle, ask: Are your own boundaries clear? Do you build restorative breaks into your workweek, or is “I’ll rest when it’s done” your motto? If not, it might be time to pause, reflect, and seek extra support, sometimes even outside the workplace.
Creating Peer Support Networks for Managers
- Case Consultation Groups: Confidential groups where managers discuss tricky team situations, share ideas, and get support with no judgment.
- Emotional Debrief Sessions: Structured check-ins for processing workplace pressures and celebrating wins, lightening the emotional load.
- Resource Sharing Forums: Networks to pass along helpful books, articles, contacts, and mental health resources specific to manager challenges.
- Virtual or Hybrid Options: Online groups allow far-flung or busy leaders to connect regularly, building community and resilience across time zones.
Peer support can help reduce isolation and provide an important buffer when work feels heavy, as social support has been shown to mediate the relationship between burnout and health outcomes (Ruisoto et al., 2020).
Conclusion
Burnout prevention isn’t a one-time fix or a line in the employee manual, it’s an ongoing, collective effort that starts with managers and ripples throughout an organization. Recognizing burnout early, addressing root systemic causes, and building both practical supports and a culture of genuine care will always outperform a culture of quiet suffering. If managers and their teams want to move from survival mode to thriving, it takes a willingness to change, reflect, and ask hard questions, about workload, purpose, and what really matters at work.
By making well-being a priority, aligning strengths, and building real connection, we set the groundwork for long-term resilience and authentic productivity. Remember, seeking help isn’t a weakness, it’s a strategy. When personal or professional challenges feel too heavy, connecting with depth-focused support can open the door to real and lasting change. Here’s to building workplaces where nobody has to run on empty.
Frequently Asked Questions
How can managers tell the difference between stress and burnout in employees?
Stress is typically short-term and tied to specific, high-pressure events. Burnout, in contrast, develops over a longer period and involves emotional exhaustion, detachment, and a loss of motivation or enjoyment. If you notice that stress relief (like a long weekend) no longer revives someone, or if they seem perpetually worn out, burnout may be setting in.
What’s the first thing managers should do if they suspect an employee is burning out?
Start by checking in privately and empathetically. Offer a safe space to talk, ask open-ended questions about workload and well-being, and listen without judgment. Early intervention helps employees feel seen and supported, opening doors to solutions before burnout becomes entrenched or leads to turnover.
Can changing work culture really prevent employee burnout?
Yes, culture is a key factor. A culture that values well-being, fairness, and open communication reduces stress and makes it easier for people to ask for help when needed. Real changes, like supporting reasonable workloads, celebrating impact, and creating space for honest feedback, make burnout far less likely to take hold.
How do managers protect themselves from burnout while supporting others?
Managers should model self-care, set clear work-life boundaries, and join peer support groups to ward off isolation. Reflecting on their own workloads and seeking external support, such as therapy or confidential counseling, ensures managers can lead from a place of strength, not depletion.
What resources exist for teams already struggling with burnout?
Teams facing significant burnout benefit from a multi-layered approach: organizational changes, team discussions, and individual support like therapy. Practices such as Midtown NYC Therapists provide depth-oriented help for those ready to address the roots of burnout and work toward sustainable well-being and energy.
References
- Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52, 397–422.
- De Hert, S. (2020). Burnout in healthcare workers: Prevalence, impact and preventative strategies. Local and Regional Anesthesia, 13, 171–183.
- Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512.
- Ruisoto, P., Ramírez, M. R., García, P. A., Paladines-Costa, B., Vaca, S. L., & Clemente-Suárez, V. J. (2020). Social support mediates the effect of burnout on health in health care professionals. Frontiers in Psychology, 11, Article 623587.
