Professional Well-Being as of a Manager a Factor in Preventing Emotional Burnout of Subordinates

The syndrome of emotional burnout continues to attract the attention of scientists and practitioners focused on the socio-psychological support of employees, which is associated with objective large-scale changes occurring in the world, the restructuring of business models and management systems. That is why in recent years the issue of the determinants of its occurrence has become relevant, since timely prevention helps to retain key personnel, which in turn has a positive effect on competitiveness and ensures stability and prosperity of organizations in the conditions of the “new normal”. The aim of the article was to study the influence of the professional well-being of managers on the occurrence and further development of symptoms of emotional burnout of employees who are in their direct subordination. The study involved 72 managers and 953 employees of a large financial company. To solve the research problems, the following were used: the methodology for assessing professional well-being (MOPB) by E.I. Ruth and the questionnaire for determining the level of emotional burnout (MBI) by K. Maslach and S. Jackson, adapted by N.E. Vodopyanova. The managers who took part in the study showed a moderate level of overall professional well-being; they were more satisfied with positive relationships in the team and opportunities for professional development. Diagnostics of emotional burnout of subordinates showed that they experience emotional stress and tend to devalue their professional achievements. The study made it possible to determine the relationship between the professional well-being of managers and the manifestation of symptoms of emotional burnout in their team members. It was found that professional well-being has the greatest impact on the reduction of subordinates' achievements, while the level of satisfaction of managers with their achievements has an inverse effect on the decrease in professional self-esteem and overall burnout of subordinates. It is noteworthy that the younger the managers, the more employees in their teams are inclined to devalue their successes, but the longer they work as managers, the fewer employees in their teams who develop distancing from the team and a reduced desire to communicate constructively.