Emotional Intelligence and Burnout Syndrome Among the Employees of the Local Government of the Prefecture of Serres ^†

Abstract

Emotional intelligence plays a pivotal role in individuals’ ability to recognize and manage emotions, both in themselves and in others, thereby influencing their cognitive processes and behavior. Conversely, occupational burnout, characterized by emotional exhaustion, depersonalization, and reduced personal accomplishment, poses a significant challenge, particularly for individuals engaged in professions involving interpersonal interactions. The efficacy of public service delivery by local government employees heavily relies on emotional intelligence, which profoundly influences decision-making processes and overall conduct. Furthermore, emotional intelligence and occupational burnout exert substantial influence on organizational dynamics, especially in the domain of human resource management, consequently shaping the trajectory and long-term viability of the organization. This study aims to investigate the interplay between emotional intelligence and occupational burnout among employees of the local government in the Prefecture of Serres, with the objective of gaining insights into their relationship and potential implications for organizational functioning. In this research endeavor, quantitative and qualitative methodologies will be employed to analyze data collected through surveys and interviews, thereby facilitating a comprehensive understanding of the intricate dynamics between emotional intelligence and occupational burnout. By elucidating this relationship, the study endeavors to provide valuable insights for enhancing organizational effectiveness and employee well-being within the context of local government services.

1. Introduction

Emotion is a word that is difficult to define and analyze, relating to what we feel and experience, while intelligence, on the other hand, pertains to logical thinking and cognitive ability. It is essentially a set of acquired skills that enable individuals to handle emotional events, both their own and those of others, with a view to personal and social advancement [1,2].

Numerous studies have been conducted by various psychologists and researchers. One of the most renowned was put forth in 1995 by psychologist and author Daniel Goleman, who defined emotional intelligence as “the ability of each person to recognize, understand, and manage their own emotions as well as those of others, and to benefit from their relationships with others”. It essentially comprises “a set of abilities related to self-control, zeal, persistence, hope, encouragement, and avoiding the influence of emotions on the thinking process” [2].

Occupational burnout is a psychological syndrome characterized by emotional exhaustion, depersonalization, and diminished personal accomplishment that can occur in individuals working with others in certain capacities [3].

In today’s era, burnout syndrome is widely recognized and leads to negative emotions and situations, ultimately causing employees to experience mental and emotional exhaustion and, consequently, professional burnout. Burnout is a reaction to prolonged stress and is characterized by a decrease in an individual’s capabilities and a sense of inefficacy [4,5].

Individuals feel that their work no longer fulfills them, that they have ceased to care, and believe they cannot cope with their responsibilities, leading to symptoms that affect all aspects of their life, including physical, psychological, and behavioral [6].

The connection between emotional intelligence and burnout syndrome among employees is a multifaceted issue, and each study contributes to a deeper understanding of it and the drawing of detailed conclusions [7,8].

Therefore, the subject of study and the aim of this particular research is to explore the role of emotional intelligence and burnout syndrome among employees in the context of career development and the maintenance of a positive work climate, which contributes to the professional advancement of employees [9].

2. Method

The analyzed sample consisted of 111 employees, both women and men, of various age groups and educational levels, employed in the local government of the Prefecture of Serres (

Table 1. Individual characteristics of the study population.

Characteristics	N%
Age
<30	18 (16.21)
31–40	18 (16.21)
41–50	51 (45.94)
51>	24 (21.62)
Gender
Men	30 (27.02)
Women	81 (72.97)
Educational level
High school degree	19 (17.12)
Degree AEI	25 (22.52)
Degree AEI	24 (21.62)
Postgraduate degree	38 (34.23)
Doctoral title	1 (0.9)
Other	4 (3.6)
Work experience
0–5	33 (29.73)
6–10	12 (10.81)
11–20	36 (32.73)
21>	30 (27.02)
Marital status
Single	34 (30.63)
Married	69 (62.16)
Divorced	7 (6.31)
Widowed	1 (0.9)

). The theoretical research was based on Greek and international literature [10], while the research component involved conducting surveys. The surveys were distributed and collected electronically via email, and their results were encoded and organized using electronic devices, specifically Windows Excel 2010 and the statistical package Jasp 0.16.3.

This study relied on quantitative research, as it focuses on the factors of emotional intelligence and burnout syndrome among employees [2,11], which influence their work environment in terms of their performance and development within the workplace.

The analysis of the current quantitative work was conducted using structured questionnaires, and subsequent analysis relied on the use of corresponding mathematical and statistical models to ensure secure, valid, and reliable results. Participants’ responses regarding their satisfaction with their work were measured using a five-point and seven-point Likert scale, indicating the degree to which each statement/question applies to each participant [3].

3. Results

The results showed that the majority of the sample indicated an optimistic outlook, persisted in pursuing their goals despite obstacles and difficulties, and operated more on the basis of hope for success rather than fear of failure. They tended to view obstacles more as reversible circumstances rather than personal flaws [8].

The majority of respondents (Table 2), comprising 67.5%, either agreed or strongly agreed that they are “optimistic individuals”. Additionally, 28.8% expressed a neutral stance, with “Neither agree nor disagree”, while 3.7% disagreed to varying degrees with this viewpoint (Figure 1).

1 = Strongly disagree.

2 = Disagree.

3 = Neither agree nor disagree.

4 = Agree.

5 = Strongly agree.

Table 2. I am an optimistic person.

“I am an Optimistic Person.”
I Am an Optimistic Person	Frequency	Percent	Valid Percent	Cumulative Percent
1	2	1.802	1.802	1.802
2	2	1.802	1.802	3.604
3	32	28.829	28.829	32.432
4	53	47.748	47.748	80.180
5	22	19.820	19.820	100.000
Missing	0	0.000
Total	111	100.000

Table 2. I am an optimistic person.

“I am an Optimistic Person.”
I Am an Optimistic Person	Frequency	Percent	Valid Percent	Cumulative Percent
1	2	1.802	1.802	1.802
2	2	1.802	1.802	3.604
3	32	28.829	28.829	32.432
4	53	47.748	47.748	80.180
5	22	19.820	19.820	100.000
Missing	0	0.000
Total	111	100.000

Regarding the ability to control their emotions (Table 3), 42.3% indicated that they “hardly have any difficulty”, whereas 29.7% expressed a neutral stance. Meanwhile, 25.2% agreed and 2.7% strongly agreed with this statement (Figure 2).

1 = Strongly disagree.

2 = Disagree.

3 = Neither agree nor disagree.

4 = Agree.

5 = Strongly agree.

Table 3. I usually struggle with controlling my emotions.

“I Usually Struggle with Controlling My Emotions.”
“I Usually Struggle with Controlling My Emotions.”	Frequency	Percent	Valid Percent	Cumulative Percent
1	4	3.604	3.604	3.604
2	43	38.739	38.739	42.342
3	33	29.730	29.730	32.432
4	28	25.225	25.225	97.297
5	3	2.703	2.703	100.000
Missing	0	0.000
Total	111	100.000

Table 3. I usually struggle with controlling my emotions.

“I Usually Struggle with Controlling My Emotions.”
“I Usually Struggle with Controlling My Emotions.”	Frequency	Percent	Valid Percent	Cumulative Percent
1	4	3.604	3.604	3.604
2	43	38.739	38.739	42.342
3	33	29.730	29.730	32.432
4	28	25.225	25.225	97.297
5	3	2.703	2.703	100.000
Missing	0	0.000
Total	111	100.000

In response to the question “I feel mentally exhausted from my work” (Table 4), the results indicate that 12.61% never feel this way, 23.42% feel “Sometimes per year”, and 0.9% feel this “Once per month”. In addition, 25.22% feel this “Several times per month”, while 3.6% report feeling it “Once a week”. Finally, 18% feel this “Several times a week”, while 16.21% feel it “Every day” (Figure 3).

1 = Never.

2 = Sometimes.

3 = Once a month.

4 = Several times a month.

5 = Once a week.

6 = Several times a week.

7 = Every day.

Table 4. I feel mentally exhausted from my work.

“I Feel Mentally Exhausted from My Work.”
“I Feel Mentally Exhausted from My Work.”	Frequency	Percent	Valid Percent	Cumulative Percent
1	14	12.612	12.612	12.613
2	26	23.423	23.423	36.036
3	1	0.901	0.901	36.937
4	28	25.225	25.225	62.162
5	4	3.604	3.604	65.766
6	20	18.018	18.018	83.794
7	18	16.216	16.216	100.000
Missing	0	0.000
Total	111	100.000

Table 4. I feel mentally exhausted from my work.

“I Feel Mentally Exhausted from My Work.”
“I Feel Mentally Exhausted from My Work.”	Frequency	Percent	Valid Percent	Cumulative Percent
1	14	12.612	12.612	12.613
2	26	23.423	23.423	36.036
3	1	0.901	0.901	36.937
4	28	25.225	25.225	62.162
5	4	3.604	3.604	65.766
6	20	18.018	18.018	83.794
7	18	16.216	16.216	100.000
Missing	0	0.000
Total	111	100.000

Similarly, for the question “I feel like I have reached the limits of my mental endurance” (Table 5), results show that 19.82% never feel this way, 33.3% feel “Sometimes per year”, and 3.6% feel this “Once per month”. Moreover, 22.52% feel this “Several times per month”, while 2.7% feel it “Once a week”. Finally, 9% feel this “Several times a week”, while another 9% feel it “Every day” (Figure 4).

1 = Never.

2 = Sometimes.

3 = Once a month.

4 = Several times a month.

5 = Once a week.

6 = Several times a week.

7 = Every day.

Table 5. I feel like I have reached the limits of my mental endurance.

“I Feel Like I Have Reached the Limits of My Mental Endurance.”
“I Feel Like I Have Reached the Limits of My Mental Endurance.”	Frequency	Percent	Valid Percent	Cumulative Percent
1	22	19.820	19.820	19.820
2	37	33.333	33.333	53.153
3	4	3.604	3.604	56.757
4	25	22.523	22.523	79.279
5	3	2.703	2.703	81.982
6	10	9.009	9.009	90.997
7	10	9.009	9.009	100.000
Missing	0	0.000
Total	111	100.000

Table 5. I feel like I have reached the limits of my mental endurance.

“I Feel Like I Have Reached the Limits of My Mental Endurance.”
“I Feel Like I Have Reached the Limits of My Mental Endurance.”	Frequency	Percent	Valid Percent	Cumulative Percent
1	22	19.820	19.820	19.820
2	37	33.333	33.333	53.153
3	4	3.604	3.604	56.757
4	25	22.523	22.523	79.279
5	3	2.703	2.703	81.982
6	10	9.009	9.009	90.997
7	10	9.009	9.009	100.000
Missing	0	0.000
Total	111	100.000

Furthermore, according to the combination of findings in the literature and our research, it emerges that the optimism and positive emotions of employees enhance individual creativity and decision-making ability and predispose them to be helpful [12,13].

Moreover, our sample appears to possess a high level of empathy, as evidenced by their attentive listening to their colleagues, maintenance of good relationships with people from different cultures and mindsets, and their ability to manage their anger and understand how their colleagues feel [14,15].

Regarding work disempowerment, participants described their disposition at the beginning of their day, before going to work, and when returning from it. They all mentioned feeling tired most of the time before going to work, as well as experiencing higher levels of fatigue upon returning from work. This indicates that the emotional reserves of the workers are starting to deplete [3,4].

Regarding their responses concerning activities after work on a personal level, as well as the routine in their professional environment, while for some it creates a sense of exhaustion, most engage quite frequently in external activities.

This fact likely helps them replenish energy and emotional well-being, as engaging in non-work-related activities generates feelings of joy, relief, and relaxation [11,16].

Furthermore, interpersonal interaction is perceived as highly significant and supportive by most participants, although a sense of fatigue and a tendency for isolation from a very small number of participants was expressed.

Engagement in hobbies and activities of interest is crucial for maintaining mental balance, providing employees with the opportunity to unwind and break away from daily routines [17].

Regarding relationships with colleagues, even if there are tensions in the workplace, the majority of the sample seems to experience such stressful situations at work rarely.

Therefore, based on their statements, primarily concerning their attitude towards work, it appears that they feel emotionally exhausted to a small extent, which constitutes the primary individual component of burnout syndrome. However, primarily due to the fact that the majority of the sample is emotionally resilient in the workplace, the aspect of work exhaustion does not affect them significantly [8].

A study conducted in 2020 by M. Sanchez-Gomez [8], a Colombian psychologist, on a diverse sample of 1197 Spanish professionals (58.6% female) who completed the Wong and Law Emotional Intelligence Scale, the Maslach Burnout Inventory, and the Individual Work Performance Questionnaire, revealed a positive association between emotional intelligence and job performance and a negative relationship with professional burnout, which also mediated the relationship between emotional intelligence and work performance. These findings underscore the significance of professional empowerment in understanding work performance and highlight the role of emotional intelligence as a protective factor that can prevent the development or chronic progression of professional burnout [8].

Additionally, research conducted by Hyun Jung Lee (2007) [18] in public services involving 167 workers in the USA, utilizing structural equation modeling, showed that emotional regulation is significantly and negatively associated with professional burnout, while emotional self-awareness is significantly and positively related to job satisfaction.

Workers in public services require higher levels of emotional intelligence because most positions involve intense emotional labor based on serving the public [18]. Moreover, such emotional labor can lead to high levels of exhaustion and job dissatisfaction, which are related to organizational outcomes.

The findings of these studies indicate that training in emotional intelligence skills leads to increased job satisfaction and reduced professional burnout.

Professionals employed in public administration can consider measures of emotional intelligence and assess emotional self-awareness and emotion regulation during the hiring process to select potentially effective candidates for employment [1].

4. Conclusions

In conclusion, emotional intelligence and job burnout are significant and determining factors in the structure and composition of an organization concerning human resource management, which clearly affects their trajectory and long-term survival [2,8].

Finally, a friendly and positive work environment, as well as smooth relationships among all colleagues, are largely ensured by the level of empathy present [15,19]. The exchange of opinions, acceptance of diversity, and effective management of conflicts and crises in a work environment are largely ensured by the emotional state of the employee and require continuous improvement efforts [18].