The role of self-leadership in mitigating burnout and enhancing in-role performance

Purpose This study aims to analyzes the psychological mechanisms by which excessive job demands influences employees’ in-role performance, with a focus on the mediating role of burnout in the health-care sector. Specifically, it investigates self-leadership (SL) as a critical personal resource that contributes to regulate employees’ fatigue, manage work demands and ultimately help to alleviate the adverse effects of burnout. Design/methodology/approach The study adopted a quantitative research design within the health-care context, and primary data were collected from 314 matched nurse–supervisor responses using validated scales to measure all variables, and the relationships were analyzed through structural equation modeling. Findings The results indicate that employees sustained exposure to higher physical and emotional job demands and enhanced their burnout. Moreover, burnout serves as a significant mediator in a way that job demands serve as a cornerstone in impairing in-role performance. In addition, SL emerges as a moderator to manage work demands effectively to minimize employees’ burnout. Practical implications The study highlights the role of SL in enhancing employee well-being and performance. Moreover, the study uncovers importance of SL skills among employees, thereby optimizing performance and mitigating the silent epidemic of burnout. Originality/value Organizational leaders are encouraged to recognize the importance of SL in enhancing employee well-being and performance. Practical recommendations are provided to help organizations foster SL skills among employees, thereby optimizing performance outcomes and mitigating the silent epidemic of burnout.