From Engaged to Burned-Out: Exploring Burnout Profiles Among Police Leaders using the Job Demands–Resources Model

Limited research has examined burnout among police officers serving in formal leadership roles. Using survey data from 769 U.S. law enforcement leaders, this study applies latent profile analysis to identify unique burnout profiles based on emotional exhaustion, depersonalization, and ineffectiveness. Results supported a five-profile solution: Engaged, Disengaged, Overextended, and two fully burned-out groups. Multinomial logistic regression analyses were then used to explore relationships between burnout profiles and job demands and resources. Increased job demands, including role overload and role conflict, were consistently associated with burnout profiles. Personal resources, such as emotional intelligence and public service motivation, were associated with lower burnout risk, while social support differentiated between intermediate and fully burned-out profiles. The results highlight the need for organizational strategies that mitigate incessant job demands, strengthen personal resources, and tailor interventions for leaders exhibiting early signs of exhaustion or disengagement.