When leaders burn out, they do not just fail quietly—they take others with them.
Leadership does not make you immune. It makes you invisible
Despite decades of workplace research focused on employee wellbeing, one group remains conspicuously absent from the mental health conversation: leaders. For years, scholars and organizations alike have operated under an unspoken assumption—those at the top are doing just fine. They are resilient. Resourced. In control. However, research tells a different story.
Leaders face distinct psychological burdens that rarely get acknowledged. The emotional labor of carrying a team, the loneliness that comes with authority, the pressure to embody strength—all of it contributes to a silent erosion of mental health. The consequences of ignoring this are not limited to the leader alone.
When the mind wavers, leadership quality drops
Emerging evidence shows that even subclinical symptoms—meaning symptoms not severe enough to warrant a clinical diagnosis—can directly impair leadership behavior. Depression and anxiety, for instance, do not just make leaders feel worse; they deplete the very cognitive and emotional resources required for transformational leadership. Leaders experiencing these symptoms show lower levels of inspiration, are more prone to reactive decisions, and are statistically more likely to engage in abusive or withdrawn behaviors at work (Byrne et al., 2014; Wang et al., 2010).
Sleep deprivation is another underestimated factor. Leaders with poor sleep do not just feel tired—they become more impulsive, and more likely to lash out or disengage (Barnes et al., 2015; Olsen et al., 2016). Alcohol use also plays a concerning role. Managers, more than any other occupational group, report working while hungover or under the influence, which has been shown to compound the effects of depressive symptoms on poor leadership behavior (Frone, 2006; Byrne et al., 2014).
Vulnerability is not just a backstory
Leaders’ early life experiences can have a lasting impact on how they present themselves today. Research connecting childhood attachment patterns and early exposure to family aggression with current leadership behavior reveals a clear pattern: unresolved personal histories often predict destructive supervision styles (Garcia et al., 2014; Kiewitz et al., 2012). Insecure attachment leads to micromanagement or emotional volatility, and histories of parental undermining manifest as control or dismissal of others.
However, it is not all bleak. Leaders with secure early relationships, or those who cultivate a sense of guilt-proneness (as opposed to shame), tend to demonstrate more ethical, relational, and accountable leadership styles (Schaumberg & Flynn, 2012; Popper, 2000).
The emotional cost of being “inspirational”
We often glorify high-quality leadership without recognizing the price leaders pay to sustain it. Being the person who always uplifts others, bears their burdens, or models impeccable integrity can be emotionally draining. A longitudinal study revealed that transformational leaders often experience increasing emotional exhaustion over time (Zwingmann et al., 2016). Another showed that ethical leaders, paradoxically, feel depleted after doing what is right, which can later lead to lashing out at their teams (Lin et al., 2016).
The toll is cumulative. Leaders may be trusted more, but that trust itself becomes a psychological burden, especially when paired with chronic isolation and the expectation of constant control.
Leaders do not ask for help. They should not have to
One of the most significant barriers to addressing leaders’ mental health is stigma. Admitting distress conflicts with the idealized image of leaders as competent and composed. This not only keeps leaders from seeking help but reinforces a dangerous norm: that vulnerability is incompatible with leadership.
Organizations often provide mental health resources, yet these are primarily targeted at employees. Very few interventions are explicitly designed for the people responsible for guiding others. Worse still, the pressure to appear “fine” can make those in leadership less likely to access support, even when it is available.
Silence and shame—not symptoms—are the real leadership liabilities.
What needs to change?
Leadership development can no longer be separated from leader wellbeing. Mental health is not a personal issue—it is a performance issue. If leaders are mentally unwell, their teams, decisions, and organizations will feel the ripple effects. Programs should be developed that not only teach skills but also actively restore the psychological and emotional capacity leaders need to lead effectively.
Brief, focused interventions—such as mindfulness practices and physical exercise—have shown promise in reducing burnout and improving sleep and emotional regulation (Hülsheger et al., 2013; Burton et al., 2012). However, deeper cultural shifts are needed. We must move from romanticizing strength to normalizing humanity in leadership.
Reference
All references are drawn from Barling & Cloutier (2016), Leaders’ Mental Health at Work: Empirical, Methodological, and Policy Directions, Journal of Occupational Health Psychology. DOI: 10.1037/ocp0000055