Key Takeaways
While leaders are not obligated to disclose personal mental health struggles, strategic and appropriate sharing can foster psychological safety, reduce stigma, and model healthy coping, provided it is authentic, boundaries are maintained, and it aligns with organisational culture.
- Depression and anxiety cost the global economy approximately US$1 trillion annually in lost productivity.
- Singapore faces an estimated SGD 16 billion annual cost due to anxiety and depression symptoms.
- Most employees worldwide are not engaged, with 59% being psychologically disengaged, highlighting the need for supportive leadership.
In Detail
Workplace mental health has emerged as a critical priority for employers globally, with the World Economic Forum identifying it as a growing concern in the evolving world of work. The economic impact is substantial; the World Health Organization estimates that depression and anxiety cost the global economy around US$1 trillion each year in lost productivity. Closer to home, a study by Duke-NUS Medical School and the Institute of Mental Health (IMH) suggests that anxiety and depression symptoms could be costing Singapore nearly SGD 16 billion annually, representing about 2.9 per cent of the nation’s gross domestic product (GDP).
In the APAC region, these figures underscore the urgency for organisations to foster supportive environments. The Singapore Ministry of Manpower’s Tripartite Advisory on Mental Well-being at Workplaces recommends that employers consider implementing recommendations at various levels, Organisation, Team/Department, and Individual employees, depending on their readiness, resources, and needs.
The Impact of Leader Disclosure on Psychological Safety
When leaders choose to share their experiences with mental health, even in a limited and professional capacity, it can significantly impact the psychological safety of their teams. Such disclosures can normalise mental health conversations, signalling to employees that it is acceptable to experience challenges and seek support. This can help to dismantle the stigma often associated with mental health issues in the workplace. However, the effectiveness of disclosure hinges on its authenticity and the leader’s ability to maintain professional boundaries. Over-sharing or seeking therapy from subordinates can be counterproductive, blurring lines and potentially burdening employees.
Balancing Authenticity with Professional Boundaries
Leaders face a delicate balance between being authentic and maintaining appropriate professional boundaries. While vulnerability can build trust and connection, it must be managed carefully. A leader’s disclosure should aim to empower and inform, rather than elicit sympathy or shift responsibility. For instance, a leader might share that they manage stress through specific techniques or have sought professional help, without delving into the intricate details of their condition. This approach models healthy coping mechanisms and demonstrates that seeking support is a sign of strength, not weakness, without compromising their leadership position or creating discomfort for their team members.
Fostering a Culture of Support and Engagement
Beyond individual disclosures, leaders contribute to a broader culture of support. Gallup research indicates that a significant portion of the global workforce, 59%, is psychologically disengaged or ‘quiet quitting,’ which is linked to higher absenteeism and turnover. Leaders who openly address mental well-being, whether through personal sharing or by actively promoting available resources, can significantly enhance employee engagement. By creating an environment where mental health is openly discussed and supported, leaders can help employees feel valued and understood, ultimately contributing to a more engaged and productive workforce. Singapore employers can further build leadership and HR capability in this area with support from SkillsFuture Singapore and the Institute for Human Resource Professionals (IHRP).
Putting This Into Practice
Knowing the issue is one thing; acting on it is another. iGROW’s C.A.R.E. framework gives teams a practical, repeatable way to put this into practice.
Key Questions Answered
Is it mandatory for managers to disclose their mental health struggles?
No, it is not mandatory for managers to disclose their personal mental health struggles. The decision to share is a personal one, and it should be made based on individual comfort levels, the specific context, and the potential impact on the team and organisation.
How can a leader’s disclosure benefit their team?
A leader’s appropriate disclosure can foster psychological safety, reduce the stigma associated with mental health, and model healthy coping behaviours. It can signal to employees that it is acceptable to discuss mental health and seek support, thereby encouraging a more open and supportive workplace culture.
What are the risks of a manager disclosing too much?
Disclosing too much can blur professional boundaries, potentially burdening employees, or making them feel uncomfortable. It might also lead to perceptions of weakness or instability, which could inadvertently undermine the leader’s authority or effectiveness.
What is the recommended approach for leaders considering disclosure?
Leaders should consider a strategic and measured approach. This involves sharing authentically but with clear boundaries, focusing on the message of resilience and seeking support, rather than detailed personal struggles. The goal should be to empower and inform, not to seek therapy or sympathy from subordinates.
How does leader behaviour impact overall workplace mental health?
Leader behaviour significantly influences workplace mental health by shaping the organisational culture. Leaders who champion mental well-being, whether through personal disclosure or by promoting resources, contribute to an environment where employees feel supported, reducing stigma and improving overall engagement and productivity.
What resources are available for employers to support mental well-being in Singapore?
In Singapore, employers can refer to the Ministry of Manpower’s Tripartite Advisory on Mental Well-being at Workplaces for recommendations. Additionally, support for building leadership and HR capability in this area is available through SkillsFuture Singapore and the Institute for Human Resource Professionals (IHRP).
Sources
- Tripartite advisory on mental health and well-being at workplaces, Tripartite Advisory on Mental Well-being at Workplaces
- World Health Organization, Mental health at work
- World Economic Forum, 6 global employers on how to improve workplace mental health | World Economic Forum
- The Straits Times, Anxiety, depression could be costing Singapore’s GDP almost $16b a year
- APA Monitor, By the numbers: More than half of workers worldwide are …
- Institute for HR Professionals (IHRP) Certification, HR Cert | Institute for HR Professionals (IHRP) Certification