Executives are more stressed than the rest of employees. Right? Wrong.

Research brief

Keywords: Mental Health, Psychological Wellbeing, People Analytics, Executive Stress

Author: Dr Anna-Rosa le Roux, Worklife Digital, 3 April 2024

One might assume that executives bear the brunt of stress, tasked with steering organisations through a myriad of challenges like meeting financial targets, competing in markets, and managing crises. Expected to embody strong leadership, strategic acumen, and decision-making prowess, they navigate the scrutiny of shareholders, board members, and employees. Yet, the assumption that executives are inherently more stressed than their colleagues isn't always accurate. While their roles demand sacrifices, including a delicate work-life balance and feelings of isolation, understanding the nuances reveals a more complex picture.

The adoption of open quantitative models, based on ongoing academic research has enabled the evidence-based measurement of the key psychological constructs that impact mental wellbeing. Ongoing collation of results from individuals who complete our assessment, has resulted in interesting statistics that both support and dispute existing research.

All levels surveyed (Executives, Senior managers / Directors, Middle Managers and Team members), struggle significantly with stress. (*These scores were 1 standard deviation (SD) below the mean of the sample.)

Team Members and Middle Management were the most stressed compared to Executives (48% vs 64% for stress management). Senior Management / Directors (58% for stress management) are more stressed than team members, but less than Executives. Our observation: The more junior you are, the more your stress levels increase.

Although executives' stress levels posed a risk to their health, another interesting trend emerged in our data. Executives have the highest psychological wellbeing scores (74%). Once again, the biggest gap exists between Executives and Team members with Executives scoring the highest on wellbeing and Team members the lowest (68%). Middle managers and Senior Management / Directors (both scored 71% on overall wellbeing) are somewhere in between.

From this data, there seems to be a positive trend between Seniority and Psychological wellbeing, the more senior you are, the more your psychological wellbeing is developed. The inverse is also true. The more junior you are, the more your stress levels increase.

Executives often exhibit higher psychological wellbeing scores compared to junior employees due to several factors:

Control over Work Environment: Executives typically have more autonomy and control over their work environment, including decision-making authority and flexibility in managing their schedules. This sense of control can contribute to feelings of empowerment and reduced stress compared to junior employees who may have less autonomy and more rigid work structures.
Compensation and Benefits: Executives usually receive higher salaries, better benefits, and access to perks such as executive coaching and professional development opportunities. These resources can support their psychological wellbeing by reducing financial stress and enhancing overall job satisfaction.
Social Support Networks: Executives often have access to robust social support networks, including peers, mentors, and professional associations. These networks provide opportunities for collaboration, mentorship, and social interaction, which can buffer against stress and promote psychological wellbeing.
Career Satisfaction: Executives typically reach their positions after years of experience and career progression. As a result, they may experience greater satisfaction and fulfilment in their roles compared to junior employees who are still establishing themselves in their careers. This sense of achievement and purpose can positively impact psychological wellbeing.
Validation and Status: Executives often receive validation for their contributions to the organisation, both internally and externally. This validation, coupled with their elevated status within the company, can enhance feelings of self-worth and confidence, contributing to higher psychological wellbeing.
Job Complexity and Challenge: While executives face high levels of responsibility and stress, they may also find their roles intellectually stimulating and challenging, which can contribute to a sense of fulfilment and engagement. Junior employees may experience stress due to the challenges of learning and adapting to their roles, without the same level of complexity and variety.

Conclusion

While executives may have higher wellbeing scores on average, it's important to recognise that individual experiences vary, and wellbeing is influenced by a complex interplay of factors including personal circumstances, workplace culture, and organisational support. Addressing wellbeing disparities between executives and junior employees may involve implementing policies and practices that promote equity, inclusion, and support for all members of the organisation.

WorkLife Digital is a global mental-wellbeing consultancy driven by the mission to improve the sustainability of businesses. Our psychological wellbeing tool, Worklife Quotient (WL-Q), is modelled on cutting-edge scientific research and provides organisation-wide measurement and intelligence on the mental wellbeing levels and psychological resilience of staff. WL-Q also assesses the impact of organisational practices (i.e. people and culture, leadership styles, organisational purpose and values, social impact) that have a direct influence on staff wellbeing and provides strategic recommendations on addressing risks and promoting strengths.

For more information, get in touch at anna-rosa@worklife.digital