We often hear about work-life balance, employee well-being, and job satisfaction. However, we rarely consider the mental burden carried by leaders. While companies focus on supporting their workforce, executives and managers face immense pressure with little acknowledgment.
A survey done by UKG (a multinational workforce management and human resource management company) reveals a stark contrast between how employees and executives perceive mental health in the workplace.
While employees struggle with work-related stress, managers—particularly those in the C-suite—experience unique challenges that often go unnoticed.
Leadership comes with power, influence, and, often, a high salary—but these benefits come at a cost.
- The UKG report highlights that 35% of C-level leaders are “often” or “always” stressed about work, and 40% are considering quitting due to work-related stress within the next 12 months.
Unlike employees, whose stress often stems from workloads or toxic management, leaders are burdened by the weight of responsibility, decision-making, and being accountable for thousands of employees’ well-being.
“Don’t leave your leaders behind. Sometimes it’s hard to muster compassion for the C-suite because they make good money, yet many fail to account for all the pressures they’re faced with, including being responsible for the wellbeing of sometimes thousands of employees. We’re all human and, to lead well, you first need to put your own mask on before helping others.” Dan Schawbel, Managing Partner at Workplace Intelligence
Employees vs. Leadership perceptions
The survey highlights notable differences in how leaders and employees perceive workplace mental health.
- While 90% of C-suite executives believe their company positively impacts employees’ mental health, only 50% of employees agree.
- Similarly, while 91% of executives think HR is a great resource for mental health support, only 64% of employees share this belief, and only 54% have actually used available resources.
Employees often feel their struggles go unnoticed. One in three employees believe their manager fails to recognize the impact they have on their team’s mental well-being.
Furthermore, 78% say workplace stress negatively affects their performance, and 71% report that it spills over into their home lives.
Despite this, 38% of employees have rarely or never spoken to their manager about their mental health struggles, fearing a lack of support or that their manager is too busy to care.
Younger employees feel the weight of work stress more intensely
Younger employees tend to feel more overwhelmed in the workplace compared to older generations. According to the survey, younger employees are significantly more likely to trade a high-paying job for better mental health support.
Among those surveyed:
- 70% of Gen Z employees and 69% of Millennials would be willing to take a pay cut for a job that prioritizes their mental well-being.
The middle managers’ dilemma
Perhaps the hardest-hit group in the workplace hierarchy is middle management. Sandwiched between executive demands and employee expectations, they bear the brunt of enforcing policies while struggling with their own mental health challenges.
According to the report:
- 57% of managers regret taking their current role due to job stress.
- 46% are likely to quit in the next year due to excessive stress.
- 70% would take a pay cut for a job that better supports their mental well-being.
Unlike executives, middle managers lack the autonomy to make strategic decisions, yet they are held accountable for organizational goals.
They are expected to support employees while often receiving little support themselves, making them particularly vulnerable to burnout.
Creating a culture of mental health support
Addressing this leadership-employee disconnect requires a shift in workplace culture. Organizations must recognize that mental health support should extend beyond employees to all levels of leadership.
- Just as employee wellness programs exist, there should be tailored mental health resources for leaders. Executive coaching, peer support groups, and mental health counseling should be standard.
- Leaders should be encouraged to discuss their own mental health challenges.
- Organizations must reevaluate workloads and expectations, ensuring that managers and executives have the capacity to lead effectively without burning out.
- Companies should regularly assess employee and leadership sentiments regarding workplace mental health and take action to close any gaps in understanding.
The reality is that both employees and leaders are struggling, but in different ways. While employees battle workload stress and lack of recognition, leaders face the weight of responsibility and high expectations.
To create a healthier work environment, organizations must stop viewing mental health as an employee-only issue and start recognizing that supporting leaders is just as vital.
27.02.2025.
