Managers are at a higher risk of burnout compared to individual contributors, with research showing that managers' risk for burnout is about 18% higher1. A recent study found that 53% of managers report feeling burned out at work, slightly higher than employees in general3. This increased susceptibility to burnout among managers can be attributed to several factors, including unclear expectations, heavy workloads, frequent interruptions, and job stress1. Managers often face unique challenges such as guiding employees through difficult situations, managing escalating demands with potentially fewer resources, and receiving little recognition for their efforts3. The consequences of manager burnout are significant, with those experiencing all three classic symptoms of burnout (exhaustion, cynicism, and lack of professional efficacy) being five times more likely to leave their company compared to managers experiencing none of these symptoms2.

Burnout imposes significant financial costs on businesses, with estimates suggesting that burned-out employees cost companies approximately $3,400 out of every $10,000 in salary due to decreased productivity and increased turnover1. The economic impact of burnout is staggering, with some studies indicating that workplace stress accounts for $125 billion to $190 billion in annual healthcare spending in the United States alone1. The costs extend beyond healthcare, as burnout leads to higher absenteeism, reduced engagement, and increased turnover rates. Replacing workers is particularly expensive, with the average cost ranging from one-half to two times the employee's annual salary1. On a broader scale, the U.S. economy loses an estimated $500 billion annually due to workplace stress5. These figures underscore the urgent need for businesses to address burnout proactively, not only for the well-being of their employees but also for their financial health and overall productivity.

The economic impact of workplace burnout on healthcare spending is staggering. According to Harvard Business Review, annual healthcare spending related to workplace burnout is estimated to be between $125 billion to $190 billion.1 This massive financial burden stems from various factors associated with burnout, including increased medical visits, higher rates of chronic diseases, and mental health issues. The Centers for Disease Control and Prevention (CDC) attributes 120,000 deaths per year to burnout-related health problems.3 Additionally, burnout leads to higher absenteeism rates, with the CDC estimating that productivity losses linked to absenteeism cost employers $225.8 billion annually in the U.S., or about $1,685 per employee.3 These figures underscore the urgent need for organizations to address burnout not only for employee well-being but also to mitigate substantial healthcare costs and productivity losses.

Research indicates significant gender disparities in job-related burnout, with women consistently reporting higher levels of burnout than men. A meta-analysis by Purvanova and Muros found that women are more likely to experience exhaustion-type burnout, while men tend to report depersonalization-type burnout.45 This gender gap has widened during the COVID-19 pandemic, with 34% of women reporting feeling burned out at work in 2021 compared to 26% of men, according to Gallup data.3 Interestingly, traditional gender role perspectives may play a role, as "progressive" women report burnout rates similar to men, while "traditional" women report substantially higher levels of job-related burnout.1 These findings suggest that addressing gender disparities in burnout requires a nuanced understanding of societal expectations, workplace dynamics, and individual preferences.

The COVID-19 pandemic has significantly impacted workplace stress levels, as evidenced by a notable increase in online searches related to burnout. In 2020, Google searches for "signs of burnout" rose by 24% compared to the previous year, indicating growing concern among workers about their mental health and well-being1. This trend continued into subsequent years, with one study reporting a staggering 221% spike in searches for signs of burnout over a three-month period2. The surge in burnout-related searches coincides with reports of increased stress in the workplace, with almost half of UK employees (47%) experiencing excessive stress at work in the past year2. These findings underscore the urgent need for organizations to address burnout proactively, as it not only affects employee well-being but also impacts retention, with one in eight employees considering leaving their job due to work-related stress2.

Burnout is not merely an emotional or mental health issue, but also poses significant risks to physical health. Research has linked chronic workplace stress and burnout to several serious medical conditions. A comprehensive review published in the Psychological Bulletin found that burnout increases the risk of cardiovascular disease, including myocardial infarction, ischemic heart disease, stroke, and sudden cardiac death, to a degree comparable with well-established risk factors like body mass index and smoking.1 Additionally, studies have associated burnout with an increased likelihood of developing type 2 diabetes and high cholesterol.23 The physiological mechanisms behind these health risks may involve disrupted cortisol levels, which can lead to hyperactivity of inflammatory responses, as well as unhealthy coping behaviors like poor sleep, increased alcohol consumption, and reduced physical activity.13 These findings underscore the importance of addressing burnout not only for mental well-being but also for long-term physical health.