Levinson, H.
(2006).
Harry Levinson on the Psychology of Leadership.
"When people in defeat deny their angry feelings, that denial of underlying, seething anger contributes to the sense of burnout.
If top executives fail to see these problems as serious, they may worsen the situation. If a company offers only palliatives like meditation and relaxation methods—temporarily helpful though they may be—victims of burnout may become further enraged. The sufferers know that their problem has to do with the nature of the job and not their capacity to handle it." (p. 29)
White, W. L.
(1997).
Incestuous Workplace: Stress and Distress in the Organizational Family.
"It is only proper that I should conclude by examining how to respond effectively to the victims of professional distress, for it was precisely the concern over such casualties that compelled the studies and consultation work that served as the foundation for this book. In the process of conducting those early studies, I had the very disquieting experience of listening for many hours to workers who were caught up in the incestuous dynamics and role conditions I've described here. I interviewed workers whose health self-destructed from sheer physical exhaustion, workers whose marriages were only memories, workers who fell victim to the self-medicating effects of alcohol and other drugs, and workers who fell apart emotionally. Nearly all of these individuals either left or were extruded from their work settings under conditions of extreme emotional pain. Many continued to struggle years later for emotional closure on their work experiences. They continued to seek some rational understanding of what happened to them and others in their organizations. Many of those leaving health and human services agencies received less respect, concern, and support than would have been extended to any client seeking services in the agencies in which they had worked. Such exiting workers often became the pariahs and untouchables of our field, and those of us who remained continued in our blindness or arrogance to see ourselves as immune, believing that what happened to them could not happen to us. If there is any message that collectively emerges from the stories of distressed workers, it is that we are all potential victims of these processes. Today's respected worker may be tomorrow's untouchable." (p. 297)
Jaffe, D. T., & Scott C.
(1988).
Take This Job and Love It: How to Change Your Work Without Changing Your Job.
"Burnout is of epidemic proportions because of a delay in companies' responding to the new needs of their workforce, or mismatch between what people want from their job and what the job offers them. Burnout signals not that people are working too hard but that they are not used enough. It recedes when the individual worker is empowered to make the workplace different and when the company makes a commitment to serve its employees." (p. 39)