The critical role of managers in employee mental wellbeing

Keywords: management, leadership, coaching, mentoring, mental health

Author: Lisa Munro

Date: 30 May 2024, Worklife Digital

In today’s business landscape, the influence of line managers on organisational and individual wellbeing has never been more critical. Rather than purely being the realm of HR or EAP to manage mental health, recent evidence underscores the profound impact of line management quality on employee outcomes.

A global survey of 3,400 respondents* revealed striking insights:

60% of employees worldwide state that their job is the biggest factor influencing their mental health.
Managers impact people's mental health as significantly as their spouses (both 69%), more than doctors (51%), and more than therapists (41%).
81% of employees would prioritise good mental health over a high-paying job, with 64% willing to take a pay cut for better mental wellness support.

These statistics highlight the critical influence managers and organisational environments have on employees' mental health and overall wellbeing.

The Reality of Work-Related Stress

One in five employees report that their job negatively impacts their mental health, with women experiencing this more frequently than men (23% vs. 16%). In the UK, 56% of employees feel exhausted at the end of the workday, and 30% report that stress adversely affects their work performance. This work-related stress often spills over into personal lives, impacting home life (70%), overall wellbeing (62%), and relationships (60%). Additionally, broader issues like economic uncertainty, climate change, and social instability contribute to worsening mental health.

Empowering Managers with the Right Support

Given their significant impact, managers must be equipped with the skills and resources to support their teams effectively. Yet, many managers are struggling. Approximately 46% of managers worldwide are considering quitting due to work-related stress, and 70% would take a pay cut for a job that better supports their mental wellness. Only about half of managers surveyed believe they receive sufficient training and information to manage their teams effectively. This issue is particularly acute in smaller organisations or for junior managers, who report the least satisfaction with the support they receive.

To improve managerial effectiveness, organisations must invest in comprehensive training and support systems. This includes providing not only information and skills training but also ensuring that managers have enough time and resources to focus on people management. Effective support helps managers feel competent and fosters better relationships with their teams, ultimately enhancing overall performance and wellbeing.

Strategies for Supporting Managerial Effectiveness

Organisations must focus on building the emotional intelligence of their leaders. Key competencies include stress management, impulse control, and empathy:

Provide an Empathetic Voice: Managers should openly share their feelings and experiences with mental health to create a safe space for employees. This vulnerability helps in understanding and addressing employees' needs better.
Manage Workloads: Many employees rarely take meaningful time off. While jobs will inevitably require high-pressure periods, managers need to ensure that employees are given time off in lieu or return to manageable working hours once a project is completed.
Treat Employees as Individuals: Organisations should offer personalised support and care for their employees. When employees feel valued and understood, they are more likely to be engaged and committed to their work.

The Path Forward

By investing in their managers and promoting a culture of openness and support, organisations can significantly improve their employees' mental health and wellbeing. The key lies in recognising the critical role managers play and ensuring they have the tools and support they need to lead effectively.

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 lisa@worklife.digital

REFERENCES

* www.ukg.co.uk/resources/article/mental-health-work-managers-and-money