Leading by example: Why leaders must prioritise their own mental health

In today’s demanding work environment, leadership is not only about strategy, results, and innovation. It’s also about humanity. Leaders set the tone for how teams operate, communicate, and respond to challenges. One of the most overlooked aspects of leadership is mental health. When leaders care for their own well-being, they don’t just benefit personally, they create ripple effects throughout the organisation. 

The role-model effect 

Employees take their cues from leaders. If leaders consistently sacrifice sleep, push through burnout, or avoid speaking about their struggles, employees may feel pressured to do the same. According to Fisher and Silverglate (2022), a Deloitte study found that 70% of executives admitted they were seriously considering quitting their jobs for roles that better support their well-being, yet many still felt compelled to model constant resilience instead of vulnerability. 

By contrast, when leaders normalise mental health care by taking time off when needed, setting boundaries, or sharing personal experiences, they build psychological safety. Psychological safety is one of the most important factors in high-performing teams (Evans, 2022). Leaders who demonstrate care make it safer for employees to ask for help, admit mistakes, and show up authentically. 

Practices leaders can model 

1. Vulnerability as strength 

   Leaders who show vulnerability are usually perceived as more authentic and approachable. When a manager shares that they’ve sought counselling or therapy during a tough time, for example, it helps break down stigma and invites others to acknowledge their own challenges without fear of judgment. 

2. Setting boundaries 

   According to Gallup (2025), managers experienced a significant decline in wellbeing in the last year. Leaders who work late into the night or skip vacations can unintentionally reinforce a culture of overwork. By switching off after hours or encouraging “no meeting” breaks, leaders demonstrate that balance is not a luxury—it’s part of sustainable performance. 

3. Stress management in action 

   Gallup (2025) has warned that low employee engagement, which is a sure sign of burnout, costed the global economy an estimated $438 billion annually in lost productivity in the last year. Leaders who manage stress through visible routines such as mindfulness breaks, exercise, or delegation, teach their teams that self-care is not indulgence but prevention. 

Why it matters 

When leaders prioritise their own and others’ mental health, the impact multiplies. Employees who feel mentally supported are more engaged and productive. The message is clear: mentally healthy leaders help cultivate healthier, more resilient organisations. 

A call to lead differently 

Leadership today is not about being invincible; it’s about being human and creating spaces where others can thrive. By prioritising their own mental health, leaders send a powerful message: “It’s okay to care for yourself.” This small shift can transform workplace culture from one of silent struggle to one of openness, empathy, and long-term sustainability. 

At the end of the day, the most effective leaders are not those who sacrifice their health for success; they are those who understand that caring for themselves is part of leading others well. 

References 

Evans, M. (2022, October 12). Psychological safety: Building high-performing teams. Forbes. https://www.forbes.com/councils/forbesbusinesscouncil/2022/10/12/psychological-safety-building-high-performing-teams/ 

Fisher, J. & Silverglate, P.H. (2022, June 22). The C-suite's role in well-being. Deloitte Insights. https://www.deloitte.com/us/en/insights/topics/leadership/employee-wellness-in-the-corporate-workplace.html 

Gallup (2025). State of the global workplace: 2025 Report. https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx 

Omadeke, J. (2022, July 22). The best leaders aren’t afraid to be vulnerable. Business Harvard Review.  https://hbr.org/2022/07/the-best-leaders-arent-afraid-of-being-vulnerable