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SCIENCE ARTICLE
Fake leadership influence on job burnout through intentions to leave among employees
1
Faculty of Management, Wrocław University of Science and Technology, Poland
2
Faculty of Management, Wroclaw University of Science and Technology, Poland
These authors had equal contribution to this work
Submission date: 2024-10-01
Final revision date: 2025-01-21
Acceptance date: 2025-02-25
Online publication date: 2025-05-23
Publication date: 2025-06-03
Corresponding author
Management 2025;(1):404-424
KEYWORDS
JEL CLASSIFICATION CODES
M12
M14
TOPICS
ABSTRACT
Research Background and Purpose
This study investigates the influence of fake leadership on employee job burnout, emphasizing the mediating role of intentions to leave. Fake leadership, characterized by leaders’ intentional harmful behaviors masked under a facade of authenticity, has been linked to adverse organizational outcomes. Despite extensive literature on destructive leadership, the specific dynamics of fake leadership's impact on job burnout through intentions to leave remain underexplored. This paper aims to fill this gap by analyzing these relationships within the context of organizational behavior.
Design/Methodology/Approach
The research employs a quantitative approach using data from 285 organizations in Poland, gathered through the Computer-Assisted Web Interview (CAWI) method. Statistical analyses, including Pearson correlation and regression modeling with mediation, were conducted to evaluate relationships between variables. The study follows established methodologies to ensure data reliability and validity.
Findings
The results confirm that fake leadership significantly increases job burnout among employees, with intentions to leave serving as a partial mediator. The results analysis demonstrates strong positive relationships between fake leadership and job burnout, mediated by intentions to leave. These findings underscore the compounded negative impact of fake leadership on employees’ well-being and organizational stability.
Value Added and Limitations
This study contributes to the literature by highlighting the nuanced effects of fake leadership, emphasizing its covert nature and its dual impact on individual and organizational outcomes. Practically, it underscores the importance of addressing toxic leadership behaviors and monitoring turnover intentions to mitigate burnout risks. Limitations include the non-representative sample and focus on a single geographic context (Poland), suggesting the need for broader replication across diverse settings.
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