When we talk about mental health in the workplace, we’re usually talking about employees coping with heavy workloads, long hours and burnout in the wake of the pandemic. And rightly so. But there is one group that is often not included in the discussion: managers.
While many organizations have taken important steps to support their employees, mental health issues don’t stop at the boardroom door. From interns to managers, everyone has to deal with the pressure. But top executives are often expected to carry the weight of entire organizations while appearing calm, composed, and in control.
The silent crisis: Why executive burnout is increasing
According to the Employee Assistance Professionals Association of South Africa (EAPA-SA), more than half of South African workers report experiencing mental illness. Their data shows that 32% suffered from depression, 25% from clinical stress and 18% from anxiety. Research from the South African Depression and Anxiety Group (SADAG) shows how widespread workplace distress has become. Their study found that 60% of workers would like to quit their job, while half say they dread the start of each work week.
At the same time, senior leaders are quietly struggling with their own challenges. The concept of executive isolation describes the chronic loneliness that many CEOs and top executives experience. The pressure to appear strong and decisive often discourages vulnerability, leaving many without a safe space to talk about their problems. Ironically, while leaders have greater access to top-notch healthcare, the stigma of speaking openly about mental health can still discourage them from seeking support.
“Mental health problems don’t make a difference based on job title,” says Dr. Jaco Oosthuizen and co-founder of YuLife South Africa.
“Leaders are under pressure to make difficult decisions in unpredictable environments and often carry the emotional burden of entire organizations while having no space to talk about their own mental health. This is simply not sustainable from a health and wellbeing perspective, and yet not enough people seem to be addressing this issue,” says Oosthuizen.
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Why mental health in the workplace needs to involve leaders
In recent years, companies have increasingly prioritized employee wellness programs. Much of this shift occurred in response to the profound changes in work dynamics during the COVID-19 pandemic and lockdowns. Burnout, absenteeism and high staff turnover became widespread concerns, forcing companies to recognize the direct impact of mental health on performance. As a result, many companies now understand the value of investing in healthcare initiatives that support customer loyalty, reduce healthcare costs and increase productivity. In fact, Deloitte reports a 4:1 return on investment for organizations that prioritize mental health.
But while more and more employees are receiving support, managers are often overlooked. Part of the problem lies in the outdated assumption that senior leaders should simply absorb the pressures that come with the role. The belief that high salaries are intended to compensate for psychological stress still persists in some corporate cultures. At the same time, many managers shy away from showing perceived weaknesses. The traditional narrative is that seniority comes with pressure and that pressure is simply part of the pay grade. In reality, this way of thinking can be both harmful and unsustainable.
“The reality is that leaders are navigating crises on all fronts, from economic instability and digital disruption to societal unrest, while at the same time being expected to maintain a stoic demeanor with their teams, their boards and their families,” says Oosthuizen. “This myth about leadership resilience simply ignores the reality that everyone has a breaking point.”
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5 Warning Signs of Leadership Burnout You Shouldn’t Ignore
Burnout in leadership positions rarely occurs overnight. Because managers are used to operating under pressure, it can be easy to dismiss early warning signs as just part of the job. Paying attention to some subtle changes in behavior and energy levels can help leaders recognize when stress is becoming unbearable.
1. Decision fatigue
When managers are responsible for high-risk decisions on a daily basis, mental exhaustion can quickly set in. Burnout can manifest as difficulty concentrating, doubts about decisions, or difficulty prioritizing what is most important.
2. Loss of motivation
A role that once felt stimulating can begin to feel exhausting. Executives experiencing burnout often notice that their enthusiasm wanes, even when projects are successful or goals are achieved.
3. Constant mental stress
Many managers report that they are unable to switch off after work. In a 2024 SADAG workplace survey, around 75% of employees said they find it difficult to switch off after work, highlighting how blurred boundaries contribute to ongoing stress.
4. Reduced patience
Chronic stress can shorten emotional range. Leaders may become unusually irritable, impatient, or less tolerant of everyday challenges.
5. Persistent fatigue
Burnout doesn’t just affect psychological well-being. Persistent exhaustion, sleep disorders or a feeling of exhaustion even after a long period of absence from work can be warning signs that stress levels are too high.
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How to Manage Executive Stress: Resources and Support for Executives
Burnout among managers often remains hidden, but support is available and increasingly necessary.
Executive coaching
Confidential leadership coaching can give leaders the opportunity to reflect on challenges, develop emotional resilience, and set healthier boundaries at work.
Peer leadership networks
Structured peer groups or advisory circles give leaders the opportunity to share challenges with others who are facing similar pressures.
Employee Assistance Programs (EAPs)
Many organizations offer confidential mental health support through EAPs, although global utilization rates often remain low despite high levels of need.
Professional mental health support
Psychologists, psychiatrists and counselors can provide structured support for stress, anxiety or burnout and help managers develop practical coping strategies.
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The Trickle-Down Effect: Why Healthy Leaders Create Healthy Teams
Manager well-being plays an important role in shaping workplace culture. When leaders prioritize their own mental health, it signals to the rest of the organization that wellness is important. Mental health support must occur at every level of the organizational ladder.
For leaders, this could mean confidential coaching focused on emotional intelligence, structured peer networks where leaders can share challenges, or simply creating space to step back and reflect without judgment. For employees, this means access to anonymous support tools, regular mental health check-ins, and a culture where vulnerability is met with understanding rather than criticism.
Mental health is a business-critical issue. Without it, many key performance indicators suffer. Promoting wellness shouldn’t stop with frontline workers. Managers who lead organizations also need support. Because when managers are supported, healthier workplaces are created.
If you or someone you know is struggling with anxiety and depression, you can reach out South African Depression and Anxiety Group To 011 234 4837 or the Suicide Crisis Line To 0800 567 567.