Leadership, burnout, and organizational mental health: a neuroscience-informed perspective
- 1PAHO Country Office, Pan American Health Organization , ,
- 2Retired, Pan American Health Organization/World Health Organization , , ,
Abstract
This article argues that the persistent burden of burnout reflects a fundamental conceptual problem—burnout continues to be framed primarily as an individual condition rather than as an occupational phenomenon shaped by interacting structural, organizational, and leadership conditions. Burnout has emerged as a major occupational health challenge. In a 2024 survey across eight predominantly high and upper-middle-income countries, 48% of respondents reported currently grappling with burnout. Separately, depression and anxiety cost the global economy approximately one trillion dollars annually in lost productivity. Drawing on evidence from neuroimaging, stress biology, cognitive neuroscience, and organizational research, this article examines plausible pathways through which leadership behavior may influence conditions that contribute to or protect against burnout, including social threat–reward processing, cognitive flexibility, emotional intelligence, psychological safety, emotional contagion, and stress-related neurobiological responses. Among physicians, burnout has been associated with depression and anxiety, while evidence regarding substance abuse is less consistent. These proposed mechanisms are proximal and potentially modifiable, but operate within broader structural conditions that constrain or enable their effects. Human-centered work design and neuroleadership-informed leadership practices are proposed as complements to broader structural interventions, with implications for health systems, workforce sustainability, and policy design.
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BibTeX
@article{kitayama2026leadership,
title = {{Leadership, burnout, and organizational mental health: a neuroscience-informed perspective}},
author = {Gisele Kitayama and Federico Gerardo de Cosio},
journal = {Frontiers in public health},
year = {2026},
month = oct,
doi = {10.3389/fpubh.2026.1881851},
url = {https://europepmc.org/article/PMC/PMC13690747},
note = {CC BY},
}
RIS
TY - JOUR
TI - Leadership, burnout, and organizational mental health: a neuroscience-informed perspective
AU - Gisele Kitayama
AU - Federico Gerardo de Cosio
PY - 2026
DA - 2026/10/09
JO - Frontiers in public health
DO - 10.3389/fpubh.2026.1881851
UR - https://europepmc.org/article/PMC/PMC13690747
AB - This article argues that the persistent burden of burnout reflects a fundamental conceptual problem—burnout continues to be framed primarily as an individual condition rather than as an occupational phenomenon shaped by interacting structural, organizational, and leadership conditions. Burnout has emerged as a major occupational health challenge. In a 2024 survey across eight predominantly high and upper-middle-income countries, 48% of respondents reported currently grappling with burnout. Separately, depression and anxiety cost the global economy approximately one trillion dollars annually in lost productivity. Drawing on evidence from neuroimaging, stress biology, cognitive neuroscience, and organizational research, this article examines plausible pathways through which leadership behavior may influence conditions that contribute to or protect against burnout, including social threat–reward processing, cognitive flexibility, emotional intelligence, psychological safety, emotional contagion, and stress-related neurobiological responses. Among physicians, burnout has been associated with depression and anxiety, while evidence regarding substance abuse is less consistent. These proposed mechanisms are proximal and potentially modifiable, but operate within broader structural conditions that constrain or enable their effects. Human-centered work design and neuroleadership-informed leadership practices are proposed as complements to broader structural interventions, with implications for health systems, workforce sustainability, and policy design.
SN - 2296-2565
ER -