Why Managers Are the Biggest Lever for Workplace Wellbeing

Workplace wellbeing amongst managers is often discussed in terms of programmes, benefits and initiatives.

Organisations introduce wellbeing weeks, mental health resources or employee support programmes. These can all play an important role.

But research consistently points to something far more influential: The behaviour and capability of managers.

Managers shape the day-to-day experience of work. They influence workload, communication, team culture and whether employees feel safe asking for support when they need it.

In many ways, managers are the most powerful lever organisations have when it comes to workplace wellbeing.

The Influence Managers Have on Employee Wellbeing

Employees rarely experience an organisation as a whole. Instead, they experience work through their team and their manager.

The way a manager communicates expectations, responds to challenges and supports their team has a direct impact on how people feel at work.

Research from Gallup suggests managers account for around 70% of the variance in employee engagement. In other words, the quality of management can influence employee experience more than many organisational policies or benefits.

At the same time, mental health challenges remain widespread in the workplace.

According to the Mental Health Foundation, one in six workers experiences a mental health challenge at any given time. Deloitte estimates that poor mental health costs UK employers more than £50 billion every year through absenteeism, presenteeism and staff turnover.

Yet many managers report feeling underprepared to support their teams.

Studies show that a large proportion of managers have never received formal training in mental health at work, leaving them unsure how to respond when an employee is struggling.

The Challenge Managers Face

Most managers step into leadership roles because of their technical expertise or performance in their previous position.

Suddenly, their responsibilities expand dramatically. They are expected to lead people, manage workload, support wellbeing and handle difficult conversations — often without formal training.

Managers frequently report concerns such as:

• Worrying about saying the wrong thing
• Not knowing where the boundaries lie
• Feeling responsible for solving issues they are not equipped to handle
• Balancing empathy with performance expectations

Because of this uncertainty, conversations about mental health are sometimes avoided or delayed. Yet early conversations are often the most effective way to prevent problems from escalating.

Psychological Safety Starts with Managers

One of the most important factors influencing wellbeing at work is psychological safety.

Psychological safety refers to the belief that it is safe to speak up, ask for help or admit mistakes without fear of judgement or negative consequences.

Managers play a central role in shaping this environment.

When managers listen openly, respond with empathy and encourage honest conversations, employees are far more likely to raise concerns early. When leaders appear dismissive or overly focused on output, employees may feel they have to cope alone. This dynamic can significantly affect stress levels, engagement and long-term wellbeing.

Burnout and Workload Culture

Manager behaviour also influences how sustainable work feels for employees. n many organisations, the pressure to perform can lead to long hours, constant availability and limited opportunities for recovery. Without clear boundaries and realistic expectations, these patterns can contribute to burnout.

Burnout rarely appears suddenly. It typically develops gradually when high performance is sustained without adequate recovery.

Managers who encourage healthy work patterns — such as protecting focus time, prioritising workload and modelling boundaries, can help prevent these issues from escalating.

When conversations happen earlier, organisations are better able to prevent issues such as workplace stress. tippig in to burnout. The image below shows the difference between stress vs burnout.

From Good Intentions to Practical Skills

Most managers genuinely care about the wellbeing of their teams. The challenge is not usually intention. It is confidence and capability.

Mental health training for managers helps bridge this gap by providing practical tools and frameworks for supporting employees effectively.

Training typically focuses on helping managers:

• Recognise early signs of stress, anxiety or burnout
• Start supportive conversations with confidence
• Understand their role and professional boundaries
• Guide employees towards appropriate support
• Create psychologically safe team environments

These skills help managers move from uncertainty to confident action.

Embedding Wellbeing into Everyday Leadership

In recent years, organisations have made important progress in raising awareness about mental health at work.

The next step is embedding wellbeing into everyday leadership behaviour. Rather than relying solely on wellbeing initiatives, organisations are increasingly focusing on how work is designed and managed. Managers are central to this shift.

When leaders feel confident discussing wellbeing, recognising early warning signs and modelling sustainable working patterns, workplace culture begins to change:

• Employees feel safer speaking up.
• Support happens earlier.
• And teams are better able to perform without exhausting themselves.

Supporting Managers to Support Their Teams

Managers are not expected to be mental health experts. But they do play a vital role in recognising challenges early and creating environments where employees feel supported.

That is why many organisations are now investing in Mental Health Training for Managers, equipping leaders with the knowledge and confidence to support their teams effectively.

When managers are empowered with the right skills, wellbeing stops being something that sits alongside work — and becomes part of how work is led every day.