A Study On The Relationship Between Transformational Leadership,Organizational Climate And Job Burnout

With the development of economic market,the competition between enterprises is becoming increasingly fierce,and the pressure of employees is also increasing.Especially for the new generation of “post-90s” employees who have a three-minute working habit,it is easier to have job burnout at work.Generally speaking,people's behavior and mentality will be affected by the environment and atmosphere.Therefore,the behavior of leaders in an enterprise will shape different internal organizational atmosphere,which will have a great impact on the work behavior and mentality of employees.In today's leadership theory,the theory of transformational leadership has occupied the central position.Therefore,I explain the internal mechanism of transformational leadership on employee job burnout from the perspective of organizational atmosphere.Based on the previous research theories on transformational leadership,organizational atmosphere and job burnout,this paper sorted out and summarized the domestic and foreign literature.Firstly,this paper defines the new generation of "post-90s" employees,and then successively introduces the concepts and dimensions of transformational leadership,organizational atmosphere,job burnout,and measurement and other theoretical achievements.On this basis,the research design and hypothesis are proposed and explained in detail.This paper adopts the empirical research method,conducts a questionnaire survey on the "post-90s" employees,and conducts data analysis on the collected samples.Firstly,factor analysis is used to analyze the validity and reliability of each scale,which also proves that each scale has good validity and reliability.Secondly,descriptive statistical analysis is conducted on the three variables of transformational leadership,organizational atmosphere and job burnout,and the overall situation of the variables is analyzed.Then,Pearson's method was used to conduct correlation analysis on all dimensions of the three variables,and on this basis,regression analysis was conducted among the variables to determine the specific relationship among the three variables.Meanwhile,the mediating variables were tested to verify the hypothesis.Finally,the conclusion of the study is as follows: transformational leadership and its dimensions have positive effects on organizational climate;Organizational atmosphere has a negative impact on job burnout,and organizational atmosphere's management style and interpersonal relationship also have a negative impact on job burnout.But the conclusion shows that the organizational dimension has no negative effect on job burnout.At the same time,it is concluded that organizational climate plays a part of mediating role between transformational leadership and job burnout.Finally,through the research summary,put forward the present enterprise management Suggestions,mainly based on the research conclusion to give the management Suggestions in the practice process.This paper argues that the new generation of employees born in the 1990 s prefer leaders with a transformational leadership style,and they can maintain their enthusiasm for work for a long time in a good organizational atmosphere.In order to reduce the perception of job burnout of the new generation of "post-90s" employees,leaders can start from the four dimensions of transformational leadership and move closer to transformational leadership style.In addition,we can start from optimizing the organizational atmosphere.As a leader,we can create an organizational atmosphere that is relaxed,positive and optimistic,with vision and goals and mutual care.The more employees like the organizational atmosphere of the team,the lower their job burnout will be and the higher their work efficiency will be.