When our phone battery drops to 5%, we panic and immediately search for a charger. Because we know that without power, the device is useless. However, when our internal battery needs a charger, we often do the opposite: we push our limits, ignore the warning signs, and try to use up that last 1% of energy. That is what burnout truly is—not a sudden shutdown, but a gradual and exhausting depletion.
This experience is now so widespread that the World Health Organization (WHO) has officially classified it as an “occupational phenomenon.” But what if the problem isn’t just our workload? Maybe it’s not the number of tasks that drain us, but the constant tension in the environment we work in. Research shows that the more workplace conflicts we experience, the more intensely we experience burnout, exhaustion, and cynicism (Salanova et al., 2005; Edú-Valsania et al., 2022).
In this article, we will focus on why this emotional friction is so draining and, more importantly, what both individuals and organizations can do to manage burnout.
It’s Not Just The Work; It’s The Conflict
To begin with, burnout is not a sign of personal weakness—it is often a result of the work environment. We always try to do our best at work and give our full effort, but if the work environment is toxic, unappreciative, and constantly demands being “always on,” burnout becomes inevitable.
Moreover, burnout is strongly related to interpersonal conflicts in the workplace. Research indicates that increased conflicts with clients, colleagues, or managers are positively associated with higher levels of burnout (Danauskė et al., 2023). While all forms of conflict can be draining, disagreements with managers show the strongest connection to burnout—leading to emotional and physical exhaustion, as well as a loss of motivation to work.
Regarding the consequences of burnout, studies reveal that employees suffering from it demonstrate lower productivity and poorer work quality (Koo et al., 2020; Akca & Küçükoğlu, 2020). In particular, burnout causes cognitive dysfunctions that negatively affect work performance (Ellbin et al., 2018). Furthermore, burnout is associated with a variety of negative work-related attitudes, such as dissatisfaction, decreased organizational commitment, increased absenteeism, and early retirement (Salvagioni et al., 2017; Maslach, 2018).
To handle burnout in workplace settings, building engagement is one of the most effective approaches. As Maslach (2011) noted, individuals with higher levels of work engagement demonstrate greater resilience in the face of challenges and are more capable of recovering from stress.
When Work Follows You Home: The Domino Effect Of Burnout
Burnout doesn’t stay at the office—it often spreads into all areas of life. When we log off, stress doesn’t magically disappear. The consequences of burnout include not only health effects but also social dysfunctions that ripple outward like a domino effect.
A person experiencing burnout may become more irritable and frustrated, leading to conflicts within their family and personal relationships. Research highlights that two of the most significant consequences of burnout are depression and destructive thoughts (Danauskė et al., 2023).
Moreover, burnout can lead to emotional exhaustion—the feeling of being completely drained, cynical, and devoid of energy—as well as depersonalization, a sense of detachment from one’s job, colleagues, and even oneself.
Coping Mechanisms And Recovery Strategies
To manage burnout, individuals can apply several coping mechanisms to protect their energy and well-being. Setting clear boundaries is one of the most effective. Learning to protect one’s energy involves saying “no” to non-essential tasks after work hours and intentionally unplugging to rest.
Taking mindful breaks throughout the day can interrupt the stress cycle—even 60 seconds of deep breathing can provide relief.
Seeking connection and support is equally crucial. Making time for hobbies and meaningful social interactions outside of work strengthens emotional resilience. It’s also vital to normalize asking for help, whether through friends, mentors, or mental health professionals.
Conclusion: Recharging The Human Battery
Burnout is not a dead end—it is a wake-up call. If we listen in time, we can handle it and even learn from it. Burnout teaches us to recognize our limits, value rest, and let go of the guilt around seeking help.
Just as we recharge our phones without hesitation, we must learn to recharge ourselves. That’s the only way to sustain our energy, creativity, and compassion—both inside and outside of work.
References
Danauskė, E., Rašienė, A. G., & Korsakienė, R. (2023). Coping with burnout? Measuring the links between workplace conflicts, work-related stress, and burnout. Business: Theory and Practice, 24(1), 58–69.
Edú-Valsania, S., Laguía, A., & Moriano, J. A. (2022). Burnout: A review of theory and measurement. International Journal of Environmental Research and Public Health, 19(3), 1780.
Ellbin, S., Engen, N., Jónsdóttir, I. H., & Nordlund, A. I. K. (2018). Assessment of cognitive function in patients with stress-related exhaustion using the Cognitive Assessment Battery (CAB). Journal of Clinical and Experimental Neuropsychology, 40(6), 567–575.
Koo, B., Yu, J., Chua, B.-L., Lee, S., & Han, H. (2020). Relationships among emotional and material rewards, job satisfaction, burnout, affective commitment, job performance, and turnover intention in the hotel industry. Journal of Quality Assurance in Hospitality & Tourism, 21(4), 371–401.
Maslach, C. (2011). Burnout and engagement in the workplace: New perspectives. European Health Psychologist, 13(3), 44–47.
Maslach, C. (2018). Job burnout in professional and economic contexts. In A. Ariyanto et al. (Eds.), Diversity in unity: Perspectives from psychology and behavioral sciences (pp. 11–15). CRC Press/Balkema.
Salanova, M., Llorens, S., García-Renedo, M., Burriel, R., Bresó, E., & Schaufeli, W. B. (2005). Towards a four-dimensional model of burnout: A multigroup factor-analytic study including depersonalization and cynicism. Educational and Psychological Measurement, 65(5), 807–819.
Salvagioni, D. A. J., Melanda, F. N., Eumann Mesas, A., Durán González, A., Lopes Gaban, F., & Maffei de Andrade, S. (2017). Physical, psychological, and occupational consequences of job burnout: A systematic review of prospective studies. PLoS ONE, 12(10), 1–29.*