Informal support networks in the workplace as a mechanism for addressing professional burnout

Abstract

This article proposes a theoretical model explaining the genesis of informal support networks to address the limitations of traditional burnout interventions. By integrating multi-level determinants, the study demonstrates how psychological needs and social mechanisms drive the emergence of these protective structures. The findings highlight a “management paradox”, suggesting that leaders must cultivate a safe context rather than attempting to artificially control these spontaneous connections.