The COVID-19 pandemic brought disruptions to government workplaces, including abrupt transitions to remote work for many employees. Remote work can offer a physically distant environment and greater flexibility for individual employees and organizations; remote work also creates or exacerbates potential work-life balance tensions. Drawing on Job-Demands Resources theory, we propose that two organizational resources, instrumental leadership (a vertical organizational resource) and a sense of social belonging (a horizontal organizational resource), help prevent burnout by alleviating conflict between work- and family-life activities. Using survey responses from local government employees collected during the COVID-19 pandemic (May 2020), we show that employees with a strong sense of social belonging experience less work-family conflict and, in turn, report lower levels of burnout. We also find that social belonging, as a horizontal organizational resource, appears more important for reducing burnout in a period characterized by disruption than the more formal, vertical resource of instrumental leadership.

COVID-19 大流行给政府工作场所带来了干扰，包括许多员工突然过渡到远程工作。远程工作可以为个人员工和组织提供物理上遥远的环境和更大的灵活性；远程工作还会造成或加剧潜在的工作与生活平衡紧张。借鉴工作需求资源理论，我们提出两种组织资源，工具性领导（一种垂直的组织资源）和社会归属感（一种水平的组织资源），通过减轻工作和家庭生活活动之间的冲突来帮助防止职业倦怠. 使用在 COVID-19 大流行期间（2020 年 5 月）收集的当地政府雇员的调查回复，我们表明，具有强烈社会归属感的员工经历的工作与家庭冲突较少，反过来，报告较低水平的倦怠。我们还发现，在以破坏为特征的时期，社会归属感作为一种横向组织资源，对于减少职业倦怠似乎比更正式、更垂直的工具性领导资源更重要。