Is it sustainable to demand that direct leaders be responsible for the emotional well-being of their employees?

Are Leaders Responsible for Employee Wellbeing?

The following contribution comes from the Yale University portal “Yale Insights”

Author: David C. Tate

Professor of Management; Adjunct Clinical Professor of Psychiatry, Yale School of Medicine

 

 

 

Work is increasingly understood as a powerful driver of wellbeing, and wellbeing as a factor that determines the performance and retention of organizations. We asked David Tate, a leadership expert at Yale SOM, how leaders can create environments that foster wellbeing without sacrificing rigor, accountability, or results.

 

Has there been a shift in the understanding of the relationship between work and wellbeing? Are leaders now expected to do more?

 

Yes, there has been a notable shift in how academics and practitioners view the connection between work and wellbeing. Historically, work was considered primarily a source of economic security and identity, and wellbeing was seen as a secondary outcome or the personal responsibility of the worker. However, contemporary research emphasizes that work is a significant determinant of psychological, emotional, and physical health, and that the organizational environment profoundly influences employee well-being.

 

 

Poor working conditions increase the risk of burnout.

Meta-analyses show that poor working conditions (high workload, low control, and limited social support) are associated with a higher risk of burnout syndrome, cardiovascular disease, and mental health disorders (Kivimäki et al., 2015).

 

Conversely, positive work experiences, meaningful work, and supportive leadership are linked to greater engagement, satisfaction, and psychological well-being (Harter et al., 2003; Bakker and Demerouti, 2017).

 

The line between support and intrusion is crossed when leaders ask about personal details unrelated to work, make assumptions about motives, or exert pressure under the guise of well-being.

 

These perspectives have transformed expectations of leaders. Modern leadership is increasingly understood not only as generating results, but also as fostering environments that promote employee well-being. Leaders are expected to demonstrate emotional intelligence and empathy, and to be aware of how organizational practices affect psychological health (Goleman, Boyatzis, & McKee, 2013).

Organizations are increasingly integrating employee well-being and psychological safety into their strategic priorities, and leaders and executives are explicitly responsible for creating conditions that foster learning, engagement, and sustained high performance (Edmondson, 2019; Gallup, 2023).

 

Well-being as a leadership concern

The emergence of well-being directors and well-being dashboards illustrates that well-being is no longer just an individual responsibility, but a concern of leadership and the organization (Grabarek & Sawyer, 2025).

 

How can leaders attend to employee well-being while also being rigorous and high-performing?

 

Leaders can promote well-being while maintaining high performance by integrating it into the very definition of organizational success. Empirical research shows that workplaces that prioritize employee well-being tend to achieve superior results, such as increased engagement, lower turnover, greater innovation, and improved financial performance (Harter et al., 2003; Bakker and Demerouti, 2017; De Neve and Ward, 2025).

 

Effective strategies include:

 

Flexible job design. Offering autonomy and flexibility in task execution allows employees to manage stress without compromising performance standards.

Psychological safety. Encouraging employees to express their concerns and ideas without fear of reprisal improves both learning and mental health.

Aligning goals with well-being. Incorporating well-being metrics, such as workload balance or recovery practices, into organizational goals reinforces the idea that health and performance are complementary.

Role modeling. Leaders demonstrate their commitment to well-being by practicing self-care, modeling work-life balance, and showing vulnerability, indicating that employee well-being is valued alongside good results.

 

High Standards of Rigor

It is important for leaders to maintain high standards of rigor, making it clear that this should not come at the expense of personal health or ethical behavior. Evidence suggests that teams led by emotionally intelligent leaders who balance accountability with care are more resilient and productive over time (Cherniss, 2010; O’Boyle et al., 2011).

 

What role should well-being play in performance management and feedback conversations? How do you define the difference between being supportive and being intrusive as a leader?

 

Well-being should be an integral component of performance management, framed in a way that supports employees rather than micromanaging them. Research indicates that employees perform better when leaders pay attention to both the technical and human aspects of work (Grawitch et al., 2006; Grant, Christianson, and Price, 2007).

 

Best practices include:

 

Focusing conversations on support, not surveillance. Leaders can discuss workload, stress, or energy levels in the context of goals, without delving into personal lives.

Linking well-being to performance outcomes. Conversations about sleep, concentration, or stress management are appropriate when they relate to work results or productivity.

Offering resources and options. Leaders can guide employees toward coaching, employee assistance programs, or flexible schedules, rather than imposing specific behaviors.

 

 

Non-work-related personal details: The line between support and intrusiveness is crossed when leaders ask about non-work-related personal details, make assumptions about motives, or exert pressure under the guise of well-being. Respecting personal autonomy and confidentiality is essential. Leaders should maintain curiosity, empathy, and transparency, while respecting professional boundaries (Edmondson, 2019; Kulik et al., 2016).

 

Integrating well-being into performance management improves engagement, reduces burnout, and promotes sustainable performance. When properly framed, well-being is a powerful driver of high performance, rather than a distraction.

 

 

 

Why Don’t Leaders Care?

The following contribution comes from Medium, a platform for human stories and ideas. Here, anyone can share knowledge and wisdom with the world, without needing to build an email list or followers. The internet is noisy and chaotic; Medium is quiet, yet brimming with information. It’s simple, engaging, collaborative, and helps you find the right readers for what you have to say.

The author is Zach Mercurio, PhD, who describes himself as: I research and write about purpose, transcendence, and significance. Zach Mercurio, Ph.D., is a researcher, speaker, and author of “The Invisible Leader: Transform Your Life, Work, and Organization with the Power of Authentic Purpose.”

 

Indifferent leaders cause high staff turnover and mental health problems. But what makes it so hard for them to care? Here’s why:

 

Advice abounds for leaders on how to be caring, and rightly so.

 

Surveys show that around 50% of people don’t feel valued at work, almost 30% feel «invisible,» and only 24% believe their employer cares about their well-being.

 

For organizations, a lack of care has consequences. Feeling disrespected and undervalued can be almost ten times more predictive of employee turnover than salary or benefits. One study revealed that a lack of attention from leaders was one of the most common reasons people left a job without having another one lined up.

 

For individuals, feeling neglected by their leaders can be devastating.

 

A new study revealed that, for 70% of people, their direct manager had a more significant impact on their overall mental health than their doctor or therapist.

 

A 2021 study by the American Psychological Association revealed that 59% of employees experience adverse mental health consequences due to their work experiences. Between 2014 and 2018, rates of depression and anxiety among employees increased by 18%, and between 2022 and 2023, by 25%.

 

A key factor contributing to a higher risk of clinical anxiety and depression is a sense of insignificance: feeling unimportant to others.

 

There’s a reason the national suicide prevention hotline is called «You Matter Lifeline.»

 

When people feel they matter to others, studies show that objective indicators of chronic stress decrease. Research involving thousands of teens and adults repeatedly demonstrates that a greater sense of significance correlates with a lower risk of depression.

 

The solutions proposed to leaders to address the care crisis are desperately simple: acknowledge people, connect with them, show empathy, be compassionate.

 

My job is to research and help leaders achieve these things, but my second-grader made me question myself when he asked, «So your job is just to help people be nice to each other?»

 

Well, yes.

 

Developing modern leadership feels akin to restoring elementary school morality.

 

However, your question goes deeper and raises more important questions that we aren’t asking ourselves enough: Why don’t leaders care, or why can’t they care? What makes it so difficult for them to do something so simple? Where have we gone wrong? Why do I even have a job?

 

I refuse to believe that leaders wake up in the morning and say, «Today I’d like to be an indifferent leader.»

 

I’ve spent the last few months researching the root causes of indifferent leadership in work organizations. Five major barriers to caring kept emerging.

 

To foster more caring at work, we must create systems that facilitate it.

 

 

1. Skill: Common sense isn’t common practice.

As my second-grader reminded me, caring is «common sense.» It’s «common sense» that we should be kind to people, respect them, be attentive to them, support them, or affirm them. But look at your to-do list today. Which of those actions is on your list?

 

There’s a gap between what we «know» is important and what we do strategically and intentionally. If you need evidence, scroll up and read the statistics in the first few paragraphs. The «common sense» approach to caring doesn’t work.

 

Good intentions require great skills.

 

You (or your organization) probably evaluate skills geared toward performance and output. Do you evaluate your capacity and skills for caring? What is your personal and professional development plan for paying attention to others or ensuring they feel heard? What is your technique for authentically checking in on people?

 

One of the most common mistakes leaders make is obsessing over lagging indicators like performance and productivity, and neglecting the most important indicator of all: people. That’s why we tend to have processes and practices for everything else in organizations, except for what truly matters to human beings.

 

When it comes to leadership and caring for others, we can no longer rely on people’s «intuition.»

 

 

 The art of leadership lies in people. Great leaders hone their art.

 

Intuition doesn’t scale. Practices and skills do.

 

A recent survey revealed that 60% of employers say new hires (and future leaders) lack basic interpersonal skills.

 

Developing the technical skills to care for people at all levels must be a priority.

 

A key question: What skills, practices, and processes do you implement to ensure that the people around you feel cared for?

 

2. Attention and Energy: The Scarcest Resources

Human attention and energy are the scarcest resources on the planet. Leaders care when they have the attention and energy available to do so.

 

A new McKinsey study revealed that middle managers only dedicate about 28% of their time to people management. Individual contribution tasks (31%), administrative tasks (18%), and strategy-related tasks (23%) consume the rest.

 

Become a member

The growing expectation of caring without increasing the resources to do so can lead to burnout and a loss of the energy leaders need to redesign workplaces.

 

This is probably why 35% of managers report feeling burned out often or always. Leaders are human beings with intense and complex lives, and they face the same stressors outside of work as everyone else.

 

Sometimes, greater responsibility also comes with greater invisibility.

 

Caring for people requires time and energy. We must ensure our systems create more time and regenerate the energy for caring.

 

A key question: Are we creating time and regenerating our energy (and that of our leaders) to care?

 

3. Environment: What is possible and what is determined

The environment influences leader behavior in two ways: it can enable behavior (referred to as environmental possibilism) or determine that it will occur (referred to as environmental determinism).

 

If I have an hour free in my calendar each week, my environment allows me to stay in touch with my team members. But suppose my organization requires me to hold regular follow-up meetings with my team members and evaluates the quality of my relationships with them. In that case, the organizational environment determines whether the behavior occurs.

 

Many environmental conditions in organizations don’t even allow for attentiveness. If you work in a distribution center that tracks every minute of your day, dedicating the necessary time to attentiveness becomes nearly impossible. If you’re the clinical leader of a hospital with understaffing and an excess of patients, the likelihood of attentive behaviors is significantly reduced.

 

 

 Many environmental conditions in organizations enable caring,

but leave its implementation to chance. For example, suppose leaders are expected to create psychologically safe climates, but they are not measured or evaluated based on how safe their employees feel to speak up. In that case, behaviors to ensure people feel heard are possible, but not guaranteed.

 

We cannot add more tasks to what leaders can «do» without ensuring that the environment enables and determines their completion.

 

Formal or informal rewards are one of the most powerful ways to influence human behavior through the environment.

 

We cannot trust leaders to be morally good in a system that incentivizes them not to be.

 

If we incentivize and promote selfish achievement and acquisition, we will have leaders who achieve and acquire for themselves. But if we recognize, incentivize, and promote caring behaviors, we will likely have more caring leaders.

 

A key question: What environmental factors might be preventing caring behaviors from occurring? Are there ways to reconfigure the environment to ensure that caring behaviors take place?

 

4. Underestimating Impact: The Self-Esteem Problem

At an individual level, many leaders underestimate their impact on the lives of others, preventing them from initiating small acts of care that have a big impact.

 

In a recent study, psychologists Amit Kumar and Nicholas Epley conducted several experiments

that allowed people to be kind to others through small acts. For example, in one experiment, the researchers asked people to write supportive notes to acquaintances. In each experiment, the findings were clear: the person performing the act of kindness underestimated its positive effect on the recipient each time.

 

One of the main reasons for this miscalculation is chronically low self-esteem. Studies show that nearly 85% of the world’s population has low self-esteem, which is a judgment of one’s own worth. Forty years of research show that leaders with low self-esteem are more likely to create toxic work environments due to a lack of awareness and belief in their impact.

 

Self-esteem is built through the experience of being important to others.

 

 

 

We cannot expect leaders to care if they don’t feel cared for.

 

When leaders are or have been treated as expendable or simply as a resource to help others produce more, they act as if they are a disposable resource and then treat others the same way. This well-studied phenomenon is called the Pygmalion effect: we become how we are treated.

 

One reason leaders may feel like a mere resource is the evolution of work as a «transaction» in our lives. We see the perpetuation of the transactional view of work in the false separation between «work» and «life.» But «life» happens where and when a person lives. Work is part of life, and life happens at work.

 

When we perpetuate a false separation between «work» and «life,» it becomes easier not to care about workers («It’s not personal, it’s just ‘business'»), and workers are conditioned to expect less («It’s ‘just’ work»).

 

When leaders understand that people bring their inherent dignity and all their psychological and emotional needs to work, and that they have an immense impact on meeting those needs, we develop the self-esteem necessary to care.

 

A key question: How do we demonstrate their importance to leaders?

 

5. Courage

The barriers mentioned can seem overwhelming. I was recently talking with my friend and brilliant systems designer, Mack Fogelson, about these barriers to care. She told me, “Leaders also need the courage to care.”

 

Courage is the “mental or moral strength to venture forth, persevere, and withstand danger, fear, or difficulty.”

 

For leaders who are becoming aware of the weight of their impact on the well-being of others, who want to change but don’t know how, or who find themselves in systems that hinder care, we need their courage.

 

 

We need your courage to ask for support in learning caregiving skills.

We need your courage to redesign systems that enable the attention and energy needed to care, to seek out and understand its impact, and to fully recognize the inherent humanity of people at work.

 

Abraham Lincoln wrote, “It often takes more courage to dare to do the right thing than to fear to do the wrong thing.”

 

To fully meet the needs of human beings in organizations, we also need leaders themselves to dare to do the right thing.

 

 

 

Sustainable Human Resources and Employee Psychological Well-being in Shaping a Company’s Performance

The following contribution comes from the MDPI portal, which defines itself as follows: As a world-leading open access publisher, we believe that open science accelerates progress and contributes to the common good. Our mission is to empower researchers to share their findings openly and widely, making knowledge accessible to all.

«We remain focused on what matters most: providing an efficient and high-quality publishing experience, driving Open Science, with reliable peer review at the heart of our commitment.» – Stefan Tochev, CEO

The authors are:

Ewa Chomać-Pierzecka, University Faculty of Vocational Education, Wrocław, 53-329 Wrocław, Poland

Stefan Dyrka, Katowice Business University, 40-659 Katowice, Poland

Andrzej Kokiel, WSB University in Poznań, 61-895 Poznań, Poland

Edward Urbanczyk, Jacob of Paradise Academy in Gorzów Wielkopolski, 66-400 Gorzów Wielkopolski, Poland

 

 

This article belongs to the Special Issue «Sustainable Development in the Face of Current Social and Economic Challenges»

Abstract

Among studies in the area of ​​organizational performance analysis, little attention is paid to evaluating the impact of employee well-being on business performance. Therefore, the objective of this study was to identify the sources of employee psychological well-being and assess their impact on business performance.

 

The study was conducted using a diagnostic survey among seven pharmaceutical companies operating in the Polish market.

 

The analysis and inferences were based on the principles of economic and financial analysis, with particular emphasis on the cause-and-effect approach in the study of relationships.

 

The sample of respondents consisted of seven pharmaceutical companies operating in the Polish market; therefore, the findings refer only to the companies accepted for the study and are not generalizable to the general population of the country’s pharmaceutical sector.

The objective of the study was made possible by the appropriate selection of qualitative and quantitative methods.

 

The study utilized the results of our own research (diagnostic survey), methods drawn from the tools of economic analysis (cause-and-effect analysis and dependency analysis), and statistical research techniques. The main findings of the study indicate that the quality of organizational performance and its ability to influence the performance of companies dependent on the activity depends significantly on the mental well-being of the workforce, as confirmed by the survey results.

l importante en este ámbito.

 

 Companies with very good and good operational performance show that 88% of their staff achieve mental well-being.

A key determinant of this is job security (very important) and salary. This leads to the fundamental conclusion that an important aspect of managing a modern company is the concern for the well-being of employees through working conditions, appropriate relationships, and the determination of their psychological safety and satisfaction, which undoubtedly benefits both parties.

The findings developed enrich the source material that can help organizational management define a sustainable HR strategy.

Keywords: sustainability; sustainable HR; employee psychological well-being; performance of sustainable companies

1. Introduction

Human resources are a valuable resource, if not the most valuable, of an organization. This is because their potential is a fundamental determinant of the effective functioning, both now and in the future, of a company. Employee knowledge and skills are the driving force behind the transformation of other components of a company’s capital into its market offering. Therefore, it is essential to foster their commitment to achieving established objectives.

 

This context gives rise to a discourse within human resource management focused on improving employee well-being, directing organizational efforts toward growth, with an emphasis on employee participation. An individual’s psychological well-being significantly unlocks their potential, contributing to greater productivity, creativity, and commitment.

 

Well-being is a set of highly beneficial conditions for the organization and crucial for increasing the effectiveness of its operations and development. In this sense, it is legitimate to study the impact of employee well-being on operational results.

 

This aspect determines the mechanism for shaping business strategy in a direction that is justifiable for the organization, and the issue of balancing organizational and employee objectives is becoming increasingly relevant in this context.

 

 

Employee Well-being as a Key Factor

The authors concluded that attending to the psychological well-being of employees is a key factor for a company’s development, based on its resources.

 

While this is a scientifically proven assumption, the factors that determine the creation of this well-being have not been thoroughly explored, especially in the case of Polish pharmaceutical companies. This context justifies the need for the findings in question, since the pharmaceutical sector is one of the key sectors driving the Polish economy (GDP creation); moreover, the efficiency of its operation and development is of social interest.

 

Polish customers are direct consumers of a significant percentage of medicines and medical products manufactured by domestic companies, whose availability (in terms of quantity and price) significantly affects the efficiency of the national health service and the health of society. Furthermore, the improvement of the quality and therapeutic efficacy of products, as expected by stakeholders of Polish pharmaceutical companies, is closely linked to the situation of these companies and their ability to improve their market offering, and employees are attributed an important role in this area.

 

 

 

Given the above, the overall objective of this article is to identify the sources of employee psychological well-being and assess their impact on business performance using a sample of seven pharmaceutical companies operating in Poland. The choice of this sector is justified, as already mentioned, by its socioeconomic importance.

 

The sub-objectives of this work include explaining the essence of employee psychological well-being

and analyzing the concept of balancing organizational and employee goals in contemporary business management. A central aspect of this work is to attempt to answer the question of which determinants of employee mental well-being are crucial for them and which should be considered when creating a sustainable business growth strategy.

 

Achieving the objectives of this work and answering the research question are intended to assist decision-makers in the proper management of employee roles within a company, with the aim of orienting their activities toward maximizing business results.

 

 

Why Managers Need Emotional Intelligence for Team Success

The following contribution comes from the ENCOURAGE FOR SUCCESS portal, which defines itself as follows: We are a dynamic, growing, voluntary movement that promotes employee engagement as a better way of working that benefits individual employees, teams, and entire organizations.

Vision and Objectives

Our Purpose

A movement that inspires people and workplaces to thrive… We want everyone working in the UK to want and be able to give their best every day, so that every day is a great day at work and workplaces in the UK thrive, grow, and develop thanks to the commitment, energy, and creativity of those who work in them.

Authorship by the team.

 

 

 

As a manager, your team looks to you for guidance, direction, and leadership. While you can learn all the technical skills in the world, that doesn’t necessarily make you a great leader.

 

That’s why qualities like conflict resolution, fostering teamwork, and the ability to motivate and inspire your subordinates are important for preparing your team for success. And these skills depend on your emotional intelligence.

 

That’s why 52% of organizations consider emotional intelligence when hiring for senior management positions.

These skills not only help you land a management role, but also allow you to thrive in it. They also contribute to team performance. Discover how:

9 Reasons Why Managers Need Emotional Intelligence for Team Success

Your technical expertise alone won’t be enough to inspire and lead a successful team. Emotional intelligence is a fundamental skill that helps you connect with your team, overcome challenges, and foster a constructive work environment.

 

What does EI really entail?

 

A 2023 study revealed that «emotionally intelligent leaders improve both behavior and business outcomes and influence team performance.» With the help of an EI test, assessing this skill in future leaders becomes very easy.

 

Why:

 

Better Communication

As a manager, you must delegate tasks and act as a bridge between the company and employees. Furthermore, team members will often come to you with their problems and questions.

 

However, if there are misunderstandings or a lack of clarity in communication, the workflow will break down. Employees will also lose confidence in your leadership and may stop communicating their problems altogether.

 

Emotional intelligence allows you to deeply understand employees’ challenges and facilitates clear communication. You can also be more receptive to their individual communication styles and tailor your approach accordingly.

 

Employees may hesitate to be direct with their questions or concerns. Practicing emotional intelligence allows you to be aware of nonverbal cues, such as body language and facial expressions. You will be better able to assess the emotional state of your team members and adapt your approach accordingly.

 

Emotional intelligence also allows you to offer constructive feedback without demotivating employees. You’ll be more mindful of the tone, timing, and context of your comments, and you’ll provide practical guidance on how they can improve their performance. This ensures that team members clearly understand their goals and expectations.

 

 

 

Stronger Relationships

Even if your team has highly skilled employees, your company won’t benefit much if they lack teamwork. To foster this, as a manager, you must build strong, trusting relationships. This way, your subordinates won’t hesitate to share ideas, ask questions, and offer help—crucial factors for teamwork.

 

This can only be achieved by creating a safe space for employees where open dialogue is encouraged and leadership is demonstrated. This creates a culture where team members feel comfortable being genuine and honest, fostering trust.

 

Since managers with emotional intelligence are more open to ideas, they can engage in constructive discussions. They understand team members’ perspectives and make them feel respected, which is key to facilitating stronger working relationships. Emotional intelligence also empowers managers to be more inclusive, making people from different backgrounds and cultures feel safe. This further strengthens connections in the workplace, creating a positive work environment of mutual respect and collaboration.

 

Conflict Resolution

Workplace conflicts are inevitable, as people with different personalities, backgrounds, and values ​​work together. As a manager, a significant part of your job is to resolve these conflicts so that both parties feel respected and valued.

 

To do this, you need high emotional intelligence. This allows you to understand different perspectives without judgment and offer impartial solutions. You will be better prepared to:

 

Listen attentively and compassionately to each party’s concerns.

Remain calm and objective in tense situations, ensuring that your emotions do not escalate the dispute.

Clearly understand the context of the issues.

Identify underlying problems to prevent recurring conflicts.

Offer balanced, fair, and transparent solutions that satisfy both parties. As an emotionally intelligent manager, your goal will be to address everyone’s needs rather than focusing on who is right or wrong. Furthermore, employees feel more comfortable coming to you with their conflicts rather than letting them affect their teamwork. This allows you to resolve the problem before it affects your team’s productivity.

 

Boost Team Morale and Performance

A Catalyst report found that 67% of employees with emotionally intelligent managers often or always feel engaged in their work, compared to only 24% of those with less empathetic managers.

 

Why? Because emotionally intelligent managers recognize exactly what motivates each employee. You can leverage those factors and tailor your approach accordingly. This allows you to design relevant rewards and incentives for each team member, thus improving their performance. For example, you could give them personalized embroidered T-shirts to show appreciation and a sense of belonging.

 

Developing emotional intelligence also makes you more receptive to empowering your team members to make decisions. This makes employees feel trusted and valued for their abilities, which boosts their engagement.

 

Furthermore, high EI teaches you not to focus solely on results, but to celebrate the team’s effort. This positive reinforcement shows employees that you value their hard work and encourages them to improve every day, keeping morale high. They become more engaged in their work and put in more effort, which, in turn, improves their performance over time.

 

Greater Empathy

It’s difficult for employees to reach their full potential if they feel their manager doesn’t understand or respect their circumstances. They are more likely to experience burnout, which reduces engagement and productivity.

 

In fact, a Gallup report shows that employees who frequently experience burnout

are 63% more likely to take sick leave and 2.6 times more likely to actively seek other employment.

 

Empathy helps them empathize with employees going through difficult times, fostering mutual understanding and emotional connection—a fundamental aspect of effective leadership.

 

Empathetic managers can put themselves in the employee’s shoes. This allows them to:

 

Genuinely understand employees’ difficulties

Learn from their own experiences with workplace challenges and emotions.

 

Understanding the personal and professional factors that impact team members’ emotions

Trying to understand the unique personalities, strengths, and challenges of team members leads to more relevant task guidance and delegation, compassionate feedback, and an overall supportive organizational culture. Employees feel safe enough to come to you with their problems. You can address them promptly, increasing employee satisfaction and maintaining productivity.

 

 

 

Better Decision Making

In the long run, team efficiency can only be maintained when balanced and informed decisions are made that uphold the interests of both the organization and team members.

 

Because emotionally intelligent managers consider how their decisions affect others, they can anticipate and resolve potential team morale issues. By combining rational thinking and empathy, their decisions align with organizational goals while maintaining team well-being.

 

Empathetic managers are also more self-aware, enabling them to avoid bias and make objective decisions. They can process both the emotional and logical aspects of a situation, avoid impulsive reactions, and carefully weigh potential risks and benefits before making a decision.

This leads to informed decision-making and results that maintain company profitability and employee satisfaction.

 

Greater Adaptability

For continued success, your team must adapt to organizational and industry changes. However, it is your responsibility as a manager to streamline transitions and maintain productivity throughout the process.

 

Emotional intelligence allows you to understand your team’s concerns and reactions to these changes. You can address these concerns, offer support, and alleviate anxiety within the team, making the transition less disruptive and fostering adaptability.

 

Emotional intelligence will also help you manage stress and remain calm during stressful situations. You can handle unforeseen situations with greater resilience and guide your team to adapt to challenges as they arise.

 

Furthermore, managers with emotional intelligence are more open to constructive feedback and innovative ideas. This makes it easier for them to adapt strategies and lead team members according to organizational needs and market changes.

 

 

Greater Self-Awareness

Your emotional intelligence will help you better understand your emotions, frustrations, and triggers. You’ll be able to manage them to prevent them from affecting your managerial duties.

 

Self-aware managers are also more in tune with their strengths and weaknesses. This gives them more confidence and allows them to learn, cultivating leadership qualities such as honesty, clear communication, and problem-solving.

 

Emotional intelligence empowers you to take responsibility for your actions and decisions and openly acknowledge your mistakes. You don’t let ego cloud your judgment. You set a standard of accountability in the workplace, creating a ripple effect within the team. Your subordinates will be more willing to accept and correct their mistakes, minimizing disruptions and improving productivity.

 

Effective Stress Management

Because emotionally intelligent managers are more self-aware, they can identify stress triggers and emotional responses in themselves and their team. This allows them to take proactive steps to manage stress and help the team with burnout before it worsens and impacts productivity. They also delegate tasks according to the employee’s capabilities, thus managing the risk of stress.

 

Practicing emotional intelligence allows you to learn the importance of work-life balance for your well-being and that of your team. You will prioritize healthy boundaries, flexibility, and self-care, thereby reducing stress levels. Emotionally intelligent managers also practice self-reflection, which helps them stay focused and reduce anxiety during stressful work situations.

 

Conclusion: A common trait among consistently successful teams is that their members feel seen, supported, and respected. Their workplace provides purpose, a sense of belonging, and transparency.

 

Emotional intelligence allows you to become a manager capable of creating a nurturing environment. You must be aware of and compassionate toward their difficulties and limitations, resolve conflicts with empathy, and make informed and balanced decisions, providing them with all the support they need to thrive in your company.

 

 

 

Why Emotional Intelligence Matters in Leadership

The following contribution comes from the Harvard Business School Online Business Insights blog, which provides the professional information you need to achieve your goals and gain confidence in your business skills.

It is authored by Lauren Landry, a member of the Women Leaders Meeting team.

 

 

Professional Development Leadership Leadership Principles

The technical skills that helped you get your first promotion might not guarantee the next one. If you aspire to a leadership position, there is an emotional element you must consider. It’s what helps you coach teams successfully, manage stress, give feedback, and collaborate with others.

 

It’s called emotional intelligence, and it’s one of the most sought-after interpersonal skills in the workplace. In fact, 71% of employers value emotional intelligence more than technical skills when evaluating candidates.

 

What is emotional intelligence?

Emotional intelligence is the ability to understand and manage your own emotions, as well as to recognize and influence the emotions of those around you. The term was first coined in 1990 by researchers John Mayer and Peter Salovey, but it was later popularized by psychologist Daniel Goleman.

 

More than a decade ago, Goleman highlighted the importance of emotional intelligence in leadership, telling Harvard Business Review, “The most effective leaders are alike in one crucial respect: they all possess a high degree of what is known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They matter, but… they are the starting point for executive positions.”

 

Over the years, emotional intelligence, also known as EI, has become an essential skill. Research by TalentSmart, an EI service provider, shows that it is the strongest predictor of performance, further illustrating the importance of emotional intelligence. Employees with high emotional intelligence are more likely to remain calm under pressure, resolve conflicts effectively, and respond to their colleagues with empathy. How to Identify a Lack of Emotional Intelligence

A lack of emotional intelligence skills often leads to conflict and misunderstandings in the workplace. This dynamic often stems from an inability to recognize or understand emotions.

 

One of the most common indicators of low emotional intelligence is difficulty managing and expressing emotions. You might struggle to properly acknowledge your colleagues’ concerns or to actively listen.

 

Consider your relationships with your coworkers. Ask yourself:

 

Are your conversations tense?

 

Do you repeatedly blame others when projects don’t go as planned?

 

Are you prone to outbursts?

 

These are all signs of a lack of emotional intelligence.

 

 

It is important to cultivate social skills by understanding and practicing empathy and the fundamental components of emotional intelligence.

 

The Four Components of Emotional Intelligence

Emotional intelligence is typically divided into four fundamental competencies:

 

Self-awareness

Self-management

Social awareness

Relationship management

 

To develop your emotional intelligence, it is important to understand what each element entails. Below, we delve deeper into the four categories.

 

 

4 Fundamental Competencies of Emotional Intelligence

1. Self-awareness

Self-awareness is fundamental. It describes your ability not only to understand your strengths and weaknesses but also to recognize your emotions and their effect on your personal and team performance.

 

According to research by organizational psychologist Tasha Eurich, 95% of people believe they are self-aware, but only 10% to 15% actually are, which can pose problems for your employees. Working with colleagues who lack self-awareness can cut a team’s success in half and, according to Eurich’s research, lead to increased stress and decreased motivation.

 

To bring out the best in others, you first need to bring out the best in yourself, and that’s where self-awareness comes in. A simple way to assess your self-awareness is to complete a 360-degree feedback session, in which you evaluate your performance and compare it to the opinions of your manager, colleagues, and direct reports. Through this process, you’ll gain a better understanding of your own behavior and discover how you’re perceived within the organization.

 

2. Self-Management

Self-management refers to the ability to manage emotions, especially in stressful situations, and to maintain a positive attitude despite setbacks. Leaders who lack self-management tend to react impulsively and struggle to control their impulses.

 

A reaction is often automatic. However, the more in tune you are with your emotional intelligence, the easier it will be to transition from reaction to response. It’s important to pause, breathe, regroup, and do whatever is necessary to manage your emotions, whether it’s taking a walk or calling a friend, so you can respond more appropriately and intentionally to stress and adversity.

 

3. Social Awareness

While understanding and managing your emotions is important, you also need to be able to interpret your surroundings. Social awareness describes your ability to recognize the emotions of others and the dynamics at play in your organization.

 

Leaders who excel in social awareness practice empathy. They strive to understand the feelings and perspectives of their colleagues, enabling them to communicate and collaborate more effectively.

 

The global leadership development firm DDI ranks empathy as the number one leadership skill, reporting that leaders who master it perform over 40% better in coaching, interpersonal interactions, and decision-making. In an independent study by the Center for Creative Leadership (pdf), researchers found that managers who show more empathy toward their direct reports are perceived as better employees by their superiors.

 

By communicating with empathy, you can better support your team while also improving your individual performance.

 

4. Relationship Management

Relationship management refers to the ability to influence, coach, and guide others, as well as to resolve conflicts effectively.

 

Some prefer to avoid conflict, but it’s important to address it appropriately as it arises. Research shows that each unresolved conflict can waste approximately eight hours of company time on gossip and other unproductive activities, which reduces resources and morale.

 

If you want to keep your team happy, you need to have those difficult conversations. In a survey by the Society for Human Resource Management, 72% of employees cited “respectful treatment of all employees at all levels” as the top factor in job satisfaction.

 

 

Who is responsible for ensuring good mental health at work?

The following contribution comes from the CIC portal, which defines itself as follows: Leading the way in workplace wellbeing.

CiC is a different kind of employee support provider. We have been in the sector since 1989 and remain independent and focused on clinical practice.

In a market increasingly dominated by anonymous conglomerates, CiC remains steadfast in its founding vision: employee support is only meaningful if it is based on strong relationships.

Driven by our commitment to clinical and corporate excellence, we base every support we offer on the understanding that every person is unique and every organization is different.

Authorship by the team.

 

 

As highlighted in our recent article on mental health at work, poor mental health costs companies between £33 billion and £42 billion annually, with a total impact on the UK economy ranging from £74 billion to £99 billion. Therefore, it’s no surprise that companies of all sizes perform much better when their workforce is healthy, happy, and motivated. But who is responsible for making this a reality? Is the employee obligated to be fit for work, or should the employer ensure their staff has the right environment?

 

Companies that seek the best for their business should prioritize mental health.

 

Duty of Care

Strong leadership and people-supportive management are key to managing and promoting positive mental health at work. Many employees feel that their relationship with their immediate supervisor and other managers has a direct effect on how they feel about themselves at work. In fact, research in this field has revealed abundant evidence linking management and leadership to mental health at work.

 

Furthermore, work is often one of the most stressful factors in people’s lives, so it’s crucial that managers and team leaders communicate regularly with their colleagues to see how they are doing in their work life.

 

In addition to giving employers greater visibility into their employees’ mental health, these check-in meetings will make staff feel more supported and valued, meaning they will be much more likely to open up if they feel they need more support with their mental health.

 

Once managers are aware of any mental health issues an employee may be experiencing, they have the ability to tailor work life to each member of their team. This can include adjusting their workload, carefully considering the tasks they are assigned, or even something as simple as their workspace in the office. This is not only an important part of the employer’s legal duty of care, but it is also vital to the values ​​and ethical responsibility of their organization.

 

 

The benefits of ensuring good mental health in the workplace

go beyond creating an environment where employees can feel happy, motivated, and healthy. The repercussions of this environment can be felt in areas such as improved productivity and reduced staff turnover, which ultimately has a positive impact on the business.

 

 

Supporting Employees Outside the Work Environment

While management and company culture can play a key role in employee mental health, employers can only support their staff’s mental health within the workplace. Business owners, team leaders, and line managers cannot provide comprehensive mental health support to employees, nor can they control or improve their lives outside of work. However, they can make a significant difference by providing their employees with the tools they need to take care of themselves. This is where an Employee Assistance Program (EAP) can make all the difference. As experts in providing EAP support, CiC has extensive experience assisting employees with mental health issues. A well-designed EAP can help prevent sick leave, as well as address the root cause of a mental health issue to effectively resolve and prevent it, promoting strong and positive mental health going forward.

 

Supporting a team member to remain a healthy, productive, and supported employee speaks volumes about your company’s values ​​and your commitment to your workforce. For every pound invested in employee assistance programs, the business return ranges from £1.50 to £9. CiC’s PAE team comprises fully qualified counselors and psychotherapists trained to address the issues your employees face and provide them with the expert support they need.

 

While managers play a vital role in supporting and promoting mental health in the workplace, strong leadership is required to invest in best-in-class services, such as CiC’s employee assistance program, and ensure your people have access to the appropriate level of support.

 

 

 

Is Good Leadership Detrimental to Leaders’ Well-being?

The following contribution comes from the Monash University portal.

The MINT research team of the International Multidisciplinary Network for Prosperity at Monash Business School is currently working with large Australian organizations to analyze their leadership, leadership training, and the effects of leadership on leaders and their followers.

 

Author: The team

 

 

 

Employees like leaders who prioritize the needs of their teams. But this can have emotional consequences.

 

The jury has deliberated and reached a unanimous decision: leaders must prioritize the needs of their team.

 

Leaders who focus on the professional and personal development of their employees outperform traditional, vision- and profit-oriented leaders.

 

This shouldn’t be surprising.

 

When I ask people to tell me about their best leadership experience, most recall stories of leaders who helped them advance their careers; who were honest and acted with integrity; who prioritized the team.

 

It’s getting personal.

 

Lately, these stories are becoming more personal.

 

As trust in our leaders grows, we see them as confidants and often share personal stories with them about the anxieties we face, which may or may not be affecting our work.

 

Leaders then become pseudo-psychologists, trying to navigate the difficulties in their employees’ lives.

 

We know that these team-oriented leaders promote employee well-being and progress because they care about them. But who cares about the well-being of the leaders?

 

It doesn’t matter how much you preach a team culture if you only reward individualistic behaviors; that’s what you’ll get.

 

Good leadership can be detrimental to leaders. Prioritizing the needs of their followers and being there for them when things go wrong is very demanding for a leader.

 

 

 

There has been a proliferation of research on the impact of positive leadership on employees,

but we rarely stop to question its impact on the leaders themselves.

 

Developing people is physically and emotionally exhausting. It’s not just about getting the job done; it also requires dedicating time (and emotional energy) throughout the day to developing employees.

 

Leaders need support to cope with the additional demands now placed on them by 21st-century leadership practices.

 

Without organizational support and understanding, employee-first leadership can lead to empathy burnout, role overload, and reduced levels of progress and well-being.

 

 

Performance and Promotions

Many organizations have accepted that leaders must develop their teams, but they haven’t adapted their reward and promotion systems accordingly.

 

With reward systems geared toward individual achievement, leaders who focus on their teams can often be overlooked for bonuses and promotions, even if their teams are thriving and performing well.

 

Is it the same for men and women? Unsurprisingly, the impact is greater for women than for men.

 

Women are expected to invest more time in developing their teams, in addition to the additional behaviors already expected of them in organizations.

 

Regarding promotions, if an organization rewards its leaders for adopting employee-centric behaviors, it is more likely to reward men for leading in this way, as men are not expected to exhibit supportive behaviors. On the other hand, women are expected to behave this way and, if anything, are penalized if they don’t demonstrate an attitude that prioritizes their employees.

 

These are alarming disparities that organizations must address to develop the leaders needed to tackle 21st-century leadership.

 

Is being a bad leader the solution? Being a bad leader is not. The world needs more leaders who care for their employees, not fewer. But we do need to take care of these leaders.

 

Organizations must examine their own practices and policies and determine what kinds of leadership behaviors they are rewarding and punishing.

 

It doesn’t matter if you promote a team culture if you only reward individualistic behaviors; that’s what you’ll get.

 

 

How to be a great leader and still thrive at work

You probably already know that exercising, eating and sleeping well, and taking time off are important for overall well-being.

 

However, at work, there are some things that can help you thrive as a leader and adopt sustainable, employee-first behaviors.

 

Know the early signs of burnout: If you’re feeling burned out, it’s already too late. If one of your employees is experiencing a surge in support needs (promotion, work or home issues, significant changes), consider how much time you need to dedicate to providing that support and how much time you have left for your other tasks. Plan your time and commitments accordingly.

 

Know when to delegate responsibilities: As leaders, we like to fix things and leave them better than we found them. That’s why, when a problem arises, we like to try to resolve it. You can’t be everything to everyone; you don’t have the necessary skills or training. Help your employees adapt to the services available within your organization or to external providers. They have much more experience and time to dedicate to supporting their teammates.

 

Seek help when you need it: Psychologists are very good at what they do. Most large organizations have an employee assistance program where you can go for guidance after difficult meetings. Remember, if you suggest that your employees consult someone when dealing with work-related stress, a good way to demonstrate that you’re doing it is to lead by example.

 

Speak up to change policies: If your organization promotes one leadership approach but rewards another, speak up and try to drive change. This will make your life much easier as a leader who prioritizes employees and will foster a new generation of leaders who care more about their employees than about the bottom line.

 

 

 

Leaders Directly Influence Their Team’s Well-being

The following contribution comes from the Shore University website, which defines itself as follows: We emphasize taking small but significant steps to improve and implement ideas so we can take healthy leadership risks and generate momentum for the growth we seek.

The author is Michael Burcham, an entrepreneur, investor, executive coach, and health strategist with 30 years of experience leading technology-based health organizations. He is an executive partner at Shore Capital, where he began working in 2011.

 

 

Leaders Directly Influence Their Team’s Well-being

 

Leaders play a crucial role in the development of their employees’ mental health and well-being. A positive and supportive work environment can improve job satisfaction, increase productivity, and reduce absenteeism. However, a negative or unfavorable work environment can lead to burnout, stress, and even mental health problems.

 

The UKG Workforce Institute surveyed 3,400 people in 10 countries to highlight the critical role our jobs, leadership, and especially our managers play in supporting mental health both at work and at home.

 

Key findings from the study:

Index

Leaders have a greater influence on employees’ mental health (69%) than doctors (51%) or therapists (41%), and even as much as their spouse or partner (69%).

28% of employees believe their manager has a direct impact on their mental health and well-being.

More than 80% of employees would prefer good mental health to a well-paid job.

Two-thirds of employees would accept a pay cut for a job that better supports their mental well-being, and 70% of managers would too.

 

Work-related stress negatively impacts employees’ family life (71%), well-being (64%), and relationships (62%). Forty percent of senior executives say they are likely to resign within a year due to work-related stress. Managers experience stress more frequently than their teammates and senior management (42% versus 40% and 35%, respectively), and 25% report feeling «often» or «always» burned out. This «middle tier» is the most at risk in many companies and suffers the most daily stress.

 

But managers are not immune to challenges either.

A surprising 33% of senior leaders say, «I don’t want to work anymore,» and the younger the leader, the more likely they are to agree with that statement. In fact, an impressive 40% of managers say they are likely to resign within the next 12 months due to work-related stress.

 

Being overwhelmed drains human energy and impacts retention, performance, innovation, and culture. Employers can be a pillar of stability for their employees by providing the support and resources they need.

 

 

7 Behaviors to Positively Impact Team Well-being:

Here are seven good behaviors that managers can exhibit to positively influence the mental health and well-being of their team:

 

Lead by example: Managers who take care of their own mental health and well-being set a good example for their employees.

Communicate effectively: Regular communication with employees can help managers understand their concerns and problems. Fostering open and honest communication builds trust and promotes a supportive work environment.

Offer clear expectations and feedback: Providing clear expectations and feedback can help employees feel more secure and reduce stress levels.

Recognize and appreciate employees: Recognizing and appreciating employee efforts can increase their confidence and motivation. It can also create a positive work environment where employees feel valued.

 

Support professional development: Offering professional development opportunities can help employees feel valued and increase job satisfaction. Addressing Conflicts and Problems: Addressing conflicts and problems promptly can prevent stress from escalating and creating a toxic work environment. Fostering a Positive Work Culture: A positive work culture that promotes respect, inclusion, and collaboration can improve job satisfaction and mental health.

 

Summary: Research makes it clear that many people suffer in silence. Leaders must avoid ignoring this reality and instead make mental health a central topic of discussion within their teams. Don’t force a conversation, but ensure it’s acceptable to everyone. Take the time to talk to employees, even if you’re uncomfortable asking how they’re doing. That’s what leadership is all about.

By demonstrating positive behaviors such as leading by example, communicating effectively, recognizing and valuing employees, and fostering a positive work culture, managers can positively influence the mental health and well-being of their employees.

It’s important for managers to prioritize the mental health and well-being of their employees to create a supportive work environment that promotes job satisfaction, productivity, and overall well-being.

 

 

Are leaders responsible for employee mental well-being?

The following contribution comes from the People Matters portal, which defines itself as follows: People Matters is Asia’s largest and leading community platform for talent professionals, connecting over 500,000 HR and business leaders with a shared vision to define the future of work. As a key thought leader, we highlight ideas, trends, innovations, and expert perspectives that drive collective talent awareness. Through high-quality content, research, learning experiences, and omnichannel initiatives (digital, in-person events, and immersive experiences), we help leaders stay ahead in a constantly evolving world of work. Our personalized and innovative approach empowers HR directors, business leaders, HR technology solution providers, and startups to become the answer to the talent challenges of the future.

The author is Mamta Sharma, a team member.

 

 

Two out of five leaders believe they are largely responsible for their employees’ mental well-being, according to a new report on the state of employee mental well-being by Gi Group Holding, India.

 

Three out of four employees (77%) consider their leaders largely or almost entirely responsible for ensuring their mental well-being, according to a new report by Gi Group Holding, India, a provider of human capital solutions and services.

 

In contrast, more than two out of five leaders (43%) agree with employees’ views and believe they are largely responsible for their mental well-being, according to the report titled «All in the Mind: The Leadership Factor 2022.»

 

The report notes that 93% of employees consider job security a crucial factor in their mental well-being. Furthermore, nearly 73% of employees believe that reducing workplace stress significantly contributes to an improvement in their mental health.

 

 

Behavior and Emotional Maturity

While employee and leader opinions vary drastically across most segments, both groups consider personality, behavior, and emotional maturity to be the leadership aspects that most impact employee mental health.

 

Furthermore, female leaders receive higher ratings than male leaders in terms of accessibility (51% vs. 21%) and support (46% vs. 27%).

 

In addition, nearly two out of three leaders surveyed (64%) believe that leaders should be role models for mental well-being, while a significantly smaller proportion of employees (36%) share this view.

 

Adequate Organizational Support

The report indicated that leaders could achieve remarkable results if provided with adequate organizational support to address employee mental health. While approximately one in four leaders receives organizational support in the form of training (28%), budgets (22%), and the freedom to make relevant decisions (23%), only 13% receive adequate political support.

 

When analyzing the traits of leaders, the survey reveals that participating employees barely distinguish between male and female leaders in various personality traits, while they stereotype them by gender, to varying degrees, in some others.

 

The data shows that both male and female leaders appear to receive nearly equal ratings from employees on traits such as anxiety (73%), empathy (76%), decisiveness (75%), trustworthiness (75%), and honesty and integrity (74%).

 

However, other traits, such as assertiveness, authority, and approachability, varied dramatically between male and female leaders. Employees appear to rate male leaders higher than female leaders on traits such as assertiveness (53% vs. 29%) and authority (42% vs. 38%).

 

After two years of isolation due to the pandemic, mental health has taken center stage.

The report, «All in the Mind: The Leadership Factor 2022,» highlights that today’s employees are looking for more stable, accountable, and capable leaders who address workplace stress and job insecurity—two of the main causes of burnout. Furthermore, the report also underscores the need for organizations to take the political initiative to recognize and formalize mental health support. Most leaders are constrained by a lack of adequate political support, said Sonal Arora, country manager of Gi Group Holding, India.

 

“Employee mental health is receiving significant attention from the vast majority of leaders, and issues such as psychological safety, workplace environment factors, leadership characteristics, and the leaders’ own mental health are points of consensus between leaders and employees. However, there needs to be greater recognition of leaders’ responsibility for employee mental health, and psychological safety is an excellent starting point for this conversation,” Arora added.

 

The findings are based on a survey of professionals at various levels, including general staff and middle and senior management. A total of 1,008 employees and 504 managers/heads participated in the survey.

 

 

 

 Why Leaders Must Prioritize Employee Wellbeing

The following contribution comes from HR.com, which defines itself as follows: Our Values

BHAG (Big, Bold, and Valuable)

By 2040, we will impact 50% of the global workforce by empowering HR professionals in their careers and maximizing human potential.

Mission

We offer personalized guidance and tools to help HR professionals maximize their potential, develop their careers, and transform their teams to engage and inspire their workforce.

Vision

We envision a world where every HR professional has the training, skills, competencies, and tools necessary to measure their impact on creating organizational value and an inspired workforce.

Authored by Prudence Pitter of Amazon Web Services (AWS)

 

 

 

A Guide to Balancing Business Goals and Employee Wellbeing

 

Key Takeaways

Leaders who prioritize employee wellbeing create an engaged, loyal, and productive workforce by focusing on mental health, physical health, and work-life balance.

Employees are more likely to emulate leaders who model balanced lifestyles, contributing to a healthier work environment.

Offering flexible work schedules and promoting mental health resources contributes to a supportive work culture.

 

Image showing a group of employees sitting around a table. The leader in the center is showing something on their laptop to the others.

 

If you are a leader with 20 employees, it is very likely that one of them has experienced a serious mental illness in the past 12 months. Being a leader comes with enormous responsibility, and prioritizing employee wellbeing, including mental health, is as important as all other leadership priorities. The business landscape is more competitive today than ever before. Leaders face objectives that extend far beyond meeting business metrics and ensuring a strong bottom line.

 

Leading a strong, productive, and balanced team is an additional leadership characteristic used to measure leaders. By prioritizing a balanced leader, many focus on thriving in business, not just surviving. Leaders who recognize this and ensure it’s an integral part of their leadership will be even more valuable to the organization. Furthermore, leaders who model a balanced lifestyle with a strong focus on fulfillment will, in turn, model behaviors that employees will begin to emulate.

 

The well-being of all people translates into a better world overall, and organizations that recognize and prioritize this fact will contribute to a more sustainable world. Sustainability goals in organizations often focus more on how the organization can positively impact environmental and economic improvements, and less on social impacts. Organizations that balance social, economic, and environmental improvements will undoubtedly be leaders in positive sustainability impact.

 

 

 Leaders Becoming More Holistic

Specifically, leaders who strive to address ways to improve social sustainability by prioritizing employee well-being will become more holistic. This will contribute to the development of a more engaged, loyal, and thriving workforce. Balancing priorities is no easy task, and leaders who seek to prioritize employee well-being while successfully meeting and exceeding other company objectives must:

1. Create an environment that values ​​employee integrity

The best leaders know that a healthy and engaged workforce is the key to sustainable success. When leaders create an environment that fosters employee well-being, they achieve higher levels of productivity, creativity, and loyalty. With this in mind, leaders benefit most from strategically adopting and cultivating a culture of well-being at all levels of the organization. As many organizations increasingly recognize the importance of employee well-being, leaders have a variety of case studies to draw upon for developing successful well-being initiatives.

 

Employee well-being refers to the physical, mental, and emotional health of individuals, as well as their satisfaction in the workplace. There are several reasons why organizations should prioritize employee well-being, one of which is the opportunity to foster a healthy and supportive work environment. Employee well-being encompasses several interconnected dimensions that contribute to job satisfaction and overall productivity.

 

These dimensions include physical health, mental health, work-life balance, job satisfaction, and interpersonal relationships. By focusing on each of these aspects, organizations can cultivate an environment that promotes employee well-being. Employees with good physical and mental health are more likely to perform better and be more productive.

 

A positive work environment that prioritizes well-being can reduce absenteeism, presenteeism, and employee turnover, while also boosting commitment to organizational goals. When employees feel valued and their well-being is considered, they are more likely to be engaged in their work and proactive in their roles. Engaged employees demonstrate higher levels of motivation, creativity, and innovation, which translates into better results for the organization.

 

With these numerous motivating benefits, leaders must ensure that their leadership practices and behaviors support, encourage, and promote employees’ well-being. To this end, leaders must model self-care and provide employees with education and resources that foster their overall well-being, both at work and outside of it.

 

 

2. Prioritize Employee Well-being Throughout the Employment Lifecycle

In a competitive job market, organizations that prioritize employee well-being have a distinct advantage in attracting and retaining top talent. Studies show that candidates seek organizations that prioritize work-life balance, promote mental health, and provide opportunities for personal and professional growth.

 

A positive organizational culture has proven to be a significant factor when searching for a new employer. By prioritizing employee well-being, organizations can cultivate a positive and inclusive culture. Showing genuine care, respect, and support to employees will instill a sense of belonging and loyalty. A positive culture can improve teamwork, collaboration, and overall organizational effectiveness.

 

Therefore, leaders seeking to prioritize employee well-being must ensure they promote it as a core component of the organizational culture at every stage of the employment lifecycle. Job postings that highlight an organization’s benefits and emphasize a culture of employee well-being will help candidates make informed decisions. Health and wellness programs that not only educate employees but also integrate wellness into their work practices also contribute to employee retention.

 

Some organizations encourage employees to take time for walking, incorporate breathing and stretching exercises into meetings, send wellness reminders to their computers, and offer discounted meal service subscriptions, making healthy eating easier and more affordable.

 

Other organizations partner with Employee Assistance Programs to host monthly mental health awareness workshops, while still others provide employee education to help them make informed decisions about diet, exercise, sleep, and fostering healthy relationships.

 

Many organizations offer health and wellness programs that promote physical activity, healthy eating, stress management, and preventative healthcare, making it easier for organizations to support employees in making overall healthy choices.

 

Offering gym memberships, nutrition workshops, mental health resources, and flexible work schedules are also ways employers have contributed to improving employee well-being. Work-life balance is considered extremely important to many employees.

 

 

 A 2021 Harvard Business Review study revealed that 68% of millennials (50% in 2019)

and 81% of Generation Z (75% in 2019) have left their jobs due to mental health reasons. These figures are high and alarming, and they continue to rise, which should indicate to employers the importance of prioritizing well-being, particularly mental health resources, for all employees. Implementing policies that promote work-life balance, such as flexible hours, teleworking options, and family-friendly policies, can significantly contribute to employee well-being.

 

These initiatives allow employees to effectively manage their personal and professional responsibilities, reducing stress and increasing job satisfaction.

 

Inevitably, employment relationships end, and organizations that ensure employee well-being, even at the time of separation, will strengthen their company image and, at the same time, help individuals feel fulfilled. If an employee’s departure is involuntary, it is very likely to cause stress and negatively impact their well-being.

 

Leaders who keep this in mind and apply empathy and care as part of the departure process will help employees better manage the challenges associated with this new change.

 

This can be achieved, for example, by making free mental health resources available to employees, even if only for a short period. Even employees who leave voluntarily may experience stress, so employers who provide resources, including tips and reminders, can significantly help employees become advocates for the company while also taking care of themselves.

 

Leaders should prioritize open communication and ensure a healthy work environment at every stage of the employee lifecycle. Leaders who actively promote employee well-being set a positive example.

 

“22.8% of U.S. adults experienced a mental illness in 2021 (57.8 million people).

This represents 1 in 5 adults, and 5.5% of U.S. adults experienced a severe mental illness in 2021 (14.1 million people). This represents 1 in 20 adults.” – National Alliance on Mental Illness

3. Support Flexible Work Arrangements

Flexible work arrangements have gained significant popularity. These arrangements, which include teleworking, flexible hours, compressed workweeks, and job sharing, offer numerous benefits to both employees and organizations. However, the successful implementation of flexible work arrangements depends heavily on effective leadership. The strategies leaders can employ to support and foster a flexible work culture differ within organizations.

 

Leaders should create an environment of trust where employees feel comfortable discussing their needs and concerns regarding flexible work arrangements. By fostering open communication, leaders can understand individual circumstances, expectations, and aspirations, enabling them to tailor flexible work solutions that meet the goals of both employees and the organization. It is also crucial to set very clear expectations and communicate them clearly and frequently.

 

To maintain productivity and ensure accountability, leaders must set clear expectations and goals for employees working in flexible arrangements. This involves clearly defining job responsibilities, deliverables, and timelines. By establishing transparent guidelines, leaders provide employees with a clear roadmap to success while maintaining organizational standards and objectives. It is also important that employees have the appropriate resources and support to perform their roles successfully.

 

 

Leaders must ensure employees have access to the technology and physical setup necessary to thrive in a flexible work model before implementing it. This may include providing laptops, secure remote access, collaboration software, ergonomic setups, and training programs to enhance remote teamwork and productivity.

 

Regular meetings and mentoring support can also help employees cope with challenges and stay engaged. Flexible work arrangements can sometimes lead to a sense of isolation and reduced collaboration among team members, so leaders should implement strategies to foster a sense of belonging and encourage collaboration. This can be achieved through virtual team-building activities, regular meetings, and the use of digital platforms for communication and knowledge sharing. Leaders should also encourage employees to leverage technology to connect and collaborate effectively across different time zones and locations.

 

Leading by example will also play a significant role in establishing the model for flexible work arrangements. Leaders who actively participate in them demonstrate their commitment and belief in their effectiveness. This can include teleworking, flexible schedules, and demonstrating the benefits of work-life balance. Leading by example helps overcome the resistance and stigma surrounding flexible work arrangements, fostering a positive and inclusive work culture. Flexible work arrangements are often sought to improve work-life balance.

 

While flexible work arrangements work well in some organizations and industries, they don’t work well in others, so leaders should regularly evaluate the effectiveness of existing flexible work policies and adjust them as needed. This involves soliciting employee feedback and analyzing key performance metrics to identify areas for improvement. By continuously evaluating policies and adapting them to changing needs, leaders can ensure that flexible work arrangements align with both employee expectations and organizational goals.

 

Once a flexible work arrangement is in place, whether temporary or not, leaders should encourage employees to take timely breaks, set boundaries on their work hours, and provide access to resources that promote physical and mental health.

 

By emphasizing the importance of self-care, leaders can contribute to the overall satisfaction and productivity of their teams, which can be achieved through a flexible work model. Leading by example and regularly evaluating effectiveness can help leaders demonstrate support and adjust work arrangements as needed to strengthen the employee-employer relationship and improve employee well-being.

 

“If you’re broken, you don’t have to stay broken.” – Selema Gomez

 

4. Reducing the Stigma of Wellness by Promoting Healthy Practices

Leaders play a critical role in reducing the stigma associated with mental health and in prioritizing well-being overall. By speaking openly about mental health issues and fostering conversations about well-being, leaders create a safe space for employees to seek support and share their experiences. Establishing awareness campaigns, organizing mental health workshops, and providing access to mental health resources are essential steps in destigmatizing mental health issues in the workplace. Mental health problems affect people from all walks of life, regardless of their profession.

 

 

According to the World Health Organization, depression and anxiety disorders cost the global economy

approximately one trillion dollars annually in lost productivity. Recognizing the widespread impact of mental health issues, leaders must understand that fostering a mentally healthy workplace is not only a moral imperative but also an economically sound decision. Beyond mental health, leaders must encourage open communication and support for the overall well-being of employees.

 

Promoting open communication channels where employees feel comfortable discussing how to maintain their well-being can help reduce fear of judgment or repercussions. This is especially true if the leader also communicates openly and demonstrates how balancing overall self-care with professional success can contribute to a more productive employee. Leaders should encourage and foster dialogue about nutrition, exercise, sleep, relationships, and overall stress management. These practices will create a culture of empathy and support that will help employees feel valued and ultimately contribute to their overall well-being.

 

People spend a significant portion of their lives at work, and leaders can positively influence their employees’ well-being and productivity in lasting ways. By recognizing that each employee has unique needs, leaders can prioritize well-being by implementing diverse practices and providing resources that contribute to overall well-being. Offering training and education, along with the necessary tools to manage their well-being, will have a positive and lasting impact on employees. Workshops on stress management, resilience, and self-care will also contribute to a healthier work environment.

 

Furthermore, organizations should ensure that leaders can identify signs of mental distress and refer employees to appropriate resources if needed. Collaborating with healthcare providers and insurance companies can help leaders establish a robust employee support system. By removing barriers to access and actively promoting healthy practices, leaders demonstrate their commitment to supporting their employees throughout their lives. This will create a positive environment that increases employee engagement, loyalty, and satisfaction. Healthy employees are also less likely to suffer from chronic illnesses and are more motivated. Prioritizing employee well-being has proven and documented results that improve both employee lives and organizational performance. Author Biography

Image showing Prudence Pitter, dressed in a business suit, with her dark hair swept back and wearing glasses, smiling at the camera. Prudence Pitter (MBA, SPHR, GPHR) is a global executive and keynote speaker with over 25 years of extensive experience in HR leadership across various industries. In addition to her experience in corporate HR and consulting, she was previously an adjunct professor of HR for over 9 years. She currently serves on several boards of directors and volunteers her time to help junior HR professionals acquire the skills needed to succeed in their careers. Her passion is delivering leadership development presentations to HR and business leaders, inspiring them to align HR practices with business priorities and keep the employee experience a key focus.

 

This information has been prepared by OUR EDITORIAL STAFF