Socioeconomic consequences of personal crisis and associated mental health problems in managers: towards a sociology of personal crisis

Purpose This study examines the socio-economic consequences of personal crises and burnout in managers through the lens of the sociology of personal crisis. It aims to highlight how personal crises impact both individuals and organizational structures, leading to reduced productivity and managerial turnover. Design/methodology/approach A qualitative research design was employed, involving in-depth semi-structured interviews with 15 managers across five different sectors. The study is based on the principles of grounded theory. Findings The study identifies key factors that contribute to the adverse socioeconomic effects of personal crises on managers, including a lack of proactive crisis management and inadequate recognition by top management. Poor interpersonal communication and a lack of trust contribute to declining productivity, ultimately leading to high turnover rates. Furthermore, the research underscores the importance of meaningful work in mitigating the negative impact of crises. Research limitations/implications The study is based on a limited sample of 15 managers, which may not capture all possible variations in experiences across industries. Future research could expand the sample size and include longitudinal studies. Practical implications Organizations must adopt proactive crisis management strategies, foster open communication and establish trust to mitigate the socioeconomic consequences of personal crises. Originality/value This research expands the discourse on workplace stress and burnout by integrating the concept of the sociology of personal crisis. It moves beyond individual psychological perspectives to analyse how personal crises disrupt socioeconomic relationships, thereby contributing to a more holistic understanding of managerial well-being.