Has there been a shift in understanding of the relationship between work and wellbeing? Is more expected of leaders now?
Yes, there has been a notable shift in how scholars and practitioners view the connection between work and wellbeing. Historically, work was seen primarily as a source of economic security and identity, with wellbeing considered a secondary outcome or the personal responsibility of the worker. Contemporary research, however, emphasizes that work is a significant determinant of psychological, emotional, and physical health and that the organizational environment profoundly influences employee wellbeing.
Meta-analyses show that poor work conditions—high workload, low control, and limited social support—are associated with elevated risks of burnout, 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 wellbeing (Harter et al., 2003; Bakker & Demerouti, 2017).
The boundary between supportive and intrusive is crossed when leaders inquire about personal details unrelated to work, make assumptions about motives, or exert pressure under the guise of wellbeing.
These insights have reshaped expectations for leaders. Modern leadership is increasingly understood not only as driving results but also as cultivating environments that support employee wellbeing. 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 wellbeing and psychological safety into strategic priorities, with leaders and executives explicitly accountable for creating conditions that support learning, engagement, and sustainable high performance (Edmondson, 2019; Gallup, 2023). The emergence of chief wellbeing officers and wellbeing dashboards illustrates that wellbeing is no longer solely an individual responsibility but a leadership and organizational concern (Grabarek & Sawyer, 2025).
How can leaders pay attention to the wellbeing of employees and still be rigorous and high-performing?
Leaders can support wellbeing while maintaining high performance by embedding wellbeing into the very definition of organizational success. Empirical research shows that workplaces emphasizing employee wellbeing often achieve superior outcomes, including higher engagement, lower turnover, improved innovation, and stronger financial performance (Harter et al., 2003; Bakker & Demerouti, 2017; De Neve & Ward, 2025).
Effective strategies include:
- Flexible work design. Offering autonomy and flexibility in task execution allows employees to manage stress without compromising performance standards.
- Psychological safety. Encouraging employees to voice concerns and ideas without fear of retribution enhances both learning and mental health.
- Goal alignment with wellbeing. Incorporating wellbeing metrics—such as workload balance or recovery practices—into organizational objectives reinforces the idea that health and performance are complementary.
- Role modeling. Leaders demonstrate commitment to wellbeing by practicing self-care, modeling work-life balance, and showing vulnerability, signaling that employee wellbeing is valued alongside strong results.
Importantly, leaders should maintain high standards of rigor while making it clear that it 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 wellbeing play in performance management and feedback conversations? How do you draw the line between being supportive and being intrusive as a leader?
Wellbeing should be an integral component of performance management, framed in ways that support rather than monitor employees. Research indicates that employees perform better when leaders attend to both technical and human aspects of work (Grawitch et al., 2006; Grant, Christianson, & Price, 2007).
Best practices include:
- Framing conversations around support, not surveillance. Leaders can discuss workload, stress, or energy in the context of goals, without probing into private life.
- Linking wellbeing to performance outcomes. Conversations about sleep, focus, or stress management are appropriate when connected to work results or productivity.
- Offering resources and options. Leaders can guide employees to coaching, employee assistance programs, or flexible scheduling, rather than mandating specific behaviors.
The boundary between supportive and intrusive is crossed when leaders inquire about personal details unrelated to work, make assumptions about motives, or exert pressure under the guise of wellbeing. Respecting personal autonomy and confidentiality is critical. Leaders should maintain curiosity, empathy, and transparency while staying within professional boundaries (Edmondson, 2019; Kulik et al., 2016).
Integrating wellbeing into performance management enhances engagement, reduces burnout, and promotes sustainable performance. When framed appropriately, wellbeing is a powerful lever for high performance rather than a distraction from it.
Source – https://insights.som.yale.edu/insights/are-leaders-responsible-for-employee-wellbeing