Beyond Proactivity: How LMX, Leadership and Organizational Culture Shape the Link Between Intrapreneurship and Burnout

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Abstract
This research examines the relationship between intrapreneurship and job burnout, with a focus on the moderating role of leadership, leader-member relationship quality (LMX), and organizational culture. Validated scales were applied to a sample of 406 employees from different sectors, and the analysis was conducted using hierarchical multiple regression. Findings indicate a significant negative correlation between intrapreneurship and job burnout, with the protective effect of intrapreneurial behavior intensifying in contexts characterized by high power distance, transformational and ethical leadership, and high-quality LMX relationships. In particular, it was observed that ethically oriented leadership, leadership loyalty and focus on people further mitigate burnout in proactive employees. In contrast, the punitive behavior of leaders, an emphasis on performance orientation, and a hierarchical culture reduce the protective effect of intrapreneurship, increasing the risk of burnout. The control variable in the form of the organization’s activities also proved to be a significant predictor of the level of employee burnout. The obtained results highlight the importance of the organizational context in shaping the influence of intrapreneurial behavior on the well-being of employees. The findings offer practical implications for developing leadership styles and organizational norms that simultaneously encourage innovation and reduce psychological stress, thereby contributing to a sustainable work environment.

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