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While technology continues to evolve at a hectic pace, more and more tools are in hand to create,
innovate and excel. With the emergence of these ever more sophisticated tools ( AI, ML, industry
4.0 etc..), the business environment and its demands are drastically changing, and with these
changes come the needs of true and sometimes new leaders who would understand and know how
to pilot them and lead companies to success. Leadership is not a new concept, but the adoption of
leadership principles has never targeted such a wide range of profiles and people, some with
managerial experience and others with none. There are specific environments that are more prone
to be hit by this wavelength more than others. We are referring to technology start-ups, where for
example, the age range for managerial and leader positions is lower than the average, with no
previous preparation for such roles. These augmented pressures could lead to a significant increase
in the stress levels of leaders, and potentially to their mental depletion. It may seem instinctive to
say that a happy person fosters healthy relationships, whether in their personal or professional life,
and while many studies exist around the effect of leadership, good or bad, on employees and their
performance, we found astonishing the little to none similar studies around the own well-being of
the leader. We suggest, based on the theory of conservation of resources, that the leaders mental
depletion could inevitably affect his leadership style, and vis versa, leading to a significant
decrease in the well-being of employees, affecting consequently both their performances. This
quantitative study explores the relationship between the leadership styles and their mental burdens
on the leader.
