Personality under pressure: research points to personality traits indicative of burnout

Since the end of last May, Brazilian companies have been discussing a new legal framework on mental health in the corporate environment. The update of Regulatory Standard no. 1 (NR-1), whose mandatory implementation has been postponed to 2026, provides that organizations identify and mitigate psychosocial risks such as stress, bullying and emotional overload.In this context, managers and Human Resources professionals need to understand, more than ever, individual differences and working conditions that can lead to burnout.

Recent studies by Hogan Assessments, one of the largest psychological testing publishers in the world, focusing on personality assessment at work, point out that certain personality traits can lead some people to experience burnout faster than others.

“O burnout is not just the result of individual characteristics; it stems from a combination of factors. Toxic environments, excessive demands and hostile bosses can lead to burnout even the most resilient professional”, warns Roberto Santos, managing partner of Atelier RH, a company that distributes Hogan assessments in the country.

Increased susceptibility to stress

Hogan's research, based on the company's psychological test responses, which is a basis of thousands of responses around the world - including in Brazil - points out that although anyone is subject to chronic stress, two traits are associated with a higher risk of burnout: low scores on the Adjustment and Ambition scales 'measures used to assess an individual's personality traits.

“The Adjustment trait refers to emotional stability and resilience to daily pressures. People with low scores on this scale are more sensitive to stress and less resilient, becoming susceptible to exhaustion during long periods of tension. They have high self-criticism, feel easily overwhelmed, worried and insecure under pressure, and have difficulty in turning OFF” negative emotions after the” work, explains Santos.

Professionals with low Ambition scores reveal profiles that are dedicated to work without seeking advancement to leadership positions. Generally, they do not like to compete and may feel overwhelmed when they need to take on additional responsibilities or commit to ambitious goals.

The Hogan Assessments survey also identified 11 behaviors of the so-called “hombra” personality side or “career derailers”, behaviors that can take a career off the rails.Two of these traits are indicative of greater disease propensity: high scores on the Temperamental and Cautious scales.

According to the study, professionals with a high score on the Temperamental scale are often people who are passionate about what they do, and quite energetic, but emotionally volatile 'Tendency to oscillate from enthusiasm to frustration quickly. This same fervor that drives them can lead them to burnout, as they often have greater difficulty managing negative emotions by fustrating easily, which can lead to prolonged stress.

“On the other hand, individuals with high scores in Cauteloso tend to avoid risks for fear of failure. Although prudent, they hesitate in making decisions in high pressure environments, paralyzing themselves before the possibility of error, which increases the feeling of overload and exhaustion”, warns the executive.

How to identify risks in corporate daily life

On a daily basis, professionals with low emotional stability (Adjustment) often react intensely to setbacks.Small changes, conflicts or additional charges can generate disproportionate levels of stress or irritation. These individuals demonstrate frequent mood swings, pessimism and difficulty concentrating. When they also have low Ambition, they tend to avoid challenges or major responsibilities by remaining in their comfort zones.

“In the short term, this can work as a protection mechanism. However, in high-demand positions, it results in the accumulation of tasks, postponement of important decisions and a sense of incapacity in the face of increasing demands, leading to burnout”, explains Santos.

Professionals with Temperamental and Cautious traits leave clear clues of risk in daily life. A manager with high Temperamental trait starts projects with enthusiasm, but quickly discourages in the face of obstacles, becoming emotionally unpredictable. This instability creates insecurity in the team.

The overly Cautious professional shows reluctance to make difficult decisions or innovate, excessively evaluating minimal risks. In accelerated environments, this hesitation can lead to the loss of deadlines and opportunities, accumulating pressure on themselves and colleagues. Their constant need for validations amplifies stress and can affect the organizational environment.

Burnout as a systemic phenomenon

Burnout is not just an individual problem, but an organizational and cultural one. The World Health Organization (WHO) classifies it as “occupational phenomenon”, a result of chronic stress at poorly managed work.

Depletion arises when there is a persistent mismatch between work demands and the individual's ability to meet them. Although personality factors influence, the context is decisive: in a healthy culture and with sustainable management, even predisposed people can avoid burnout; toxic environments harm even the most resilient professionals.

Gallup research shows that the main causes of burnout are linked to the environment and management practices: unfair treatment, excessive loads, lack of clarity, lack of leadership support and unrealistic deadlines. The dominant conclusion of this research is clear: “ people leave bosses, not companies”.

A McKinsey analysis also indicates that hostile workplaces, with abusive leadership or excessive demands, dramatically increase burnout rates. Employees in toxic environments are much more likely to shut down due to burnout. Chronic demands that outstrip available resources, such as reduced teams after layoffs without equivalent adjustments to goals, cause overload, excessive working hours, and exacerbated stress.

Mitigation strategies

Facing burnout requires an integrated look. “Understanding who we are affects our reaction to pressures, but it is the culture and structure around us that define the boundary between healthy challenge and” overload, says Roberto Santos.

For HR professionals, proactively mapping and managing the behavioral vulnerabilities of teams and leaders from hiring is as strategic as managing productivity, budgeting or innovation.

The message is clear: investing in assessments that identify these behavioral vulnerabilities is not only a good practice, but an essential strategy to promote healthy and productive environments, especially in the face of the new requirement of NR-1”, concludes the expert.