The phrase “it starts at the top” is often applied to company culture or strategic vision, but the impact of a leader’s mental wellness (or lack thereof) is much more profound than anyone in a leadership position would like to admit.
Leaders set the tone, literally and figuratively. Their mood, energy, and mindset often become the emotional climate of the workplace. A mentally well leader fosters:
Psychological safety: team members feel safe to speak up, take risks, and be themselves.
Clarity and direction: decisions are thoughtful, communication is clear, and goals are achievable.
Resilience: challenges are met with calm, not chaos.
But when a leader is struggling, the effects can be surprisingly contagious. Studies reported that leader stress can spread through a team like a particularly nasty cold. When leaders experience high stress levels, their team members report increased anxiety, decreased job satisfaction, and even physical symptoms of stress. The technical term for this is “emotional contagion” although “catching the boss’s bad mood” is probably more descriptive and relatable. So, the question a leader should ask is not whether their mental state affects the team, but rather how and how much.
Ironically, when a leader needs more support from every individual in the team, that may very likely be the time that a team starts to “act out”. When a team is obviously struggling, a leader may make the mistake of setting aside their own needs to support the team, believing they are acting in the best interest of the team. This creates a toxic paradox, because instead of the team returning to an equilibrium, it becomes even more erratic, demonstrating the leader’s unwellness through lower productivity, bad or no decision-making, unclear communication, and increased tension. It is easy to predict that these behaviours have an even more adverse effect on the leader’s mental state.
But can this downward spiral be stopped and even reversed? Research is optimistic and share that teams can definitely overcome such a “bad patch” in the same way that a leader can recover from their own mental health challenges. Here are some ideas:
Normalise mental health conversations: a leader who openly addresses their mental wellness challenges sets a powerful example. Especially if this is done pro-actively, before the challenges become problematic.
Encourage boundaries: leaders who model healthy work-life boundaries give permission for others to do the same.
Invest in leadership support: Coaching, peer groups, and other mental health resources are not luxuries, but necessities to ensure a leader becomes and remains resilient.
Mental wellness is not just a personal issue. Teams thrive when their leaders are healthy and taking care of themselves. But do not be ignorant and think a leader’s mental wellness is solely their responsibility. A few things we can all do to support our leaders’ mental wellness:
Check in: do not only assume it’s the leader’s responsibility to do that. You can also reach out and encourage an open communication channel. What about asking your leader if there is anything you can take off their plate this week?
Celebrate your leader’s wins: we often assume a leader is not interested in feedback from subordinates. But a simple “that was a great presentation”, or “wow, you handled that difficult client with grace” can boost your leader’s morale.
Be a positive presence: ask your leader how you can support them; do they need some space, or do they need a soundboard? Or maybe just a strong cup of coffee …
The stressed leader creates stressed teams, and conversely, the mentally well leader creates an environment where people can thrive. But it works both ways and although mental wellness at work starts at the top, it is everyone’s responsibility.
If this topic interests you, here are a few suggestions for further reading:
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