Abstract

Burnout is a pervasive issue across a wide range of work environments, often leading to organizational withdrawal and elevated turnover costs. While organizational interventions such as wellness programs exist, they frequently lack the immediacy and personalization needed to address daily workplace stressors. This study investigates the role of managerial coaching as a targeted, embedded form of social support capable of disrupting the workplace stressor-strain-withdrawal pathways. Drawing on the job demands–resources (JD-R) model and conservation of resources (COR) theory, this study examines whether managerial coaching can disrupt the pernicious effects of hindrance demands on burnout and bolster psychological resources to mitigate the subsequent relationship between burnout and organizational withdrawal. Using a moderated mediation model, I tested whether managerial coaching weakens the positive relationships between (1) hindrance demands and burnout, and (2) burnout and organizational withdrawal. Results indicate that coaching did not moderate the stressor–strain–withdrawal pathways but disrupted the stability of hindrance demands and withdrawal over time, while burnout remained stable. By clarifying the impact of managerial coaching through post hoc analyses, this study offers theoretical and practical insights into specific leadership-driven strategies for enhancing employee resilience and organizational retention.
Keywords: burnout, hindrance demands, managerial coaching, organizational withdrawal