How stress in leadership affects everyone at work
April is Global Stress Awareness Month, so it’s a good chance to pause and think about how we deal with stress. One thing we underestimate is the extent to which a leader’s stress spreads into the wider organisation,undermining team morale, productivity and the overall workplace culture.
Why leaders’ stress doesn’t stay contained
We often think of stress as a personal experience. However, when leaders feel under pressure, the effects are usually noticeable to those around them. This can look like reactive decisions or tense communication. Team members often feel the knock-on effect.
Research shows that workplace stress costs businesses billions of dollars globally each year through lost productivity, absence and healthcare costs.
One reason for this widespread impact is something known as emotional contagion. Put simply, this means that all emotions can and do spread from one person to another. So if a leader is visibly stressed, it’s very likely that the team will start feeling it too. Over time, this can adversely affect performance, morale and even job satisfaction.
If leaders manage stress poorly, it creates an atmosphere of pressure and uncertainty. On the other hand, when leaders take steps to manage their own stress in constructive ways, they help create calmer, more responsive workplaces where people feel better equipped to handle challenges.
Leaders influence workplace culture
Leaders set the tone of how stress is viewed and handled across the business. When stress is left unspoken or brushed aside, it sends the message that pressure is just part of the job and not something that can be supported or eased. This can create a culture where people keep quiet about how they’re really feeling, which often makes stress worse over time.
Contrast that with leaders who are open about stress and show how they’re effectively dealing with it in a thoughtful way. This can shift the whole dynamic around stress, making it more acceptable to talk about pressure and to seek support. It helps build trust and encourages people to look after their own well-being too.
Organisations can support leadership stress management
Personal resilience helps to tackle leadership stress. At the same time, at an organisational level, stress management means making sure the organisational structure and culture support the people In leadership roles. Here are six practical steps to help make that happen:
Offer training to reframe stress
The stories we tell ourselves about stress makes it harder to manage. By offering leadership development and coaching, organisations can help leaders see stress as a signal to take action rather than something to fear or suppress. This can help create a more balanced mindset.Make well-being routine
Good sleep, nutritious food, fresh air and rest aren’t particularly glamorous, but they’re essential. Leaders who take care of themselves are more able to handle pressure well. They also show their teams that self-care is a vital part of doing the job properly.Encourage regular reflection for self-awareness
By creating time for reflection, leaders can start spotting patterns in how they respond to pressure. Increased self-awareness helps in making more grounded decisions. For boosting self-awareness, tools like journaling, short walks, mindfulness or quiet breaks can be very effective. It’s a case of trying out what works for you best.Set and support healthy boundaries
Since the pandemic, and more constantly being accessible through technology, work and life have blurred for many of us. As a result, it’s even more important to set clear boundaries. Whether that’s turning off email notifications outside of work hours or taking proper lunch breaks, boundaries make a big difference. Organisations can help by creating a culture that respects these choices.Make stress management and support part of the system
This might include peer coaching groups, access to coaching or mentoring schemes, or structured wellness programmes that support people to manage their pressure in realistic and sustainable ways.Review workloads and expectations regularly
Often, the volume of work expected from leaders contributes to stress levels. Check in often to make sure what’s being asked is reasonable and allows space for clear thinking and people leadership. These conversations need to happen in environments where leaders feel safe to be honest.
Why this matters for everyone
When leaders are better supported and take active steps to manage stress, everyone benefits. It sets the tone for how pressure is handled across the whole organisation and creates a workplace where people feel more connected, grounded and supported.
Reflecting on leadership and stress
If you’re in a leadership role, how does stress show up in your work? Are you doing anything intentional to manage it, or does it sometimes feel like you’re just pushing through?
Take a few minutes this week to check in with yourself. What’s one thing you could put in place to support your well-being? Try out something small but be consistent with it. Those are the changes that really add up over time.
By looking after your own stress levels, you’re actively shaping a healthier and more human-focused workplace for everyone.
Dr Sarah Whyte is a keynote speaker, workshop facilitator, counsellor and coach.
If you have an event or conference coming up and you're curious about how conscious leadership can elevate your people’s performance, productivity and wellbeing, book a call with me and let's chat.
