Mental health at work: U��֦��Ƶ studies highlight need for leadership, meaningful support

Oct. 9, 2025

Mental health at work: U��֦��Ƶ studies highlight need for leadership, meaningful support

New research shows how stigma and silence impact recovery and what workplaces can do to support change

Drs. Justin Weinhardt (left) and Nick Turner (right)

Drs. Justin Weinhardt, left, and Nick Turner Courtesy of Haskayne School of Business

While awareness of mental health is growing in the results-driven modern workplace, employees say they still feel under-supported, a ��֦��Ƶ study has found. 

�ճ�� , published in Human Resource Management, was co-authored by Drs.  a�Ի� , both PhD, of the , by Haskayne PhD alumni Drs. Zhanna Lyubykh and Aidan Dumaisnil, and by Faculty of Arts alum Joshua Davis, BA’22.

Employers are increasingly including mental health supports in worker-benefit packages, a shift driven not only by growing awareness, but also by recognition that such things improve productivity, engagement and retention, the study found.  

These approaches, according to the findings, help reduce medical leave, absenteeism and staff turnover, leading to economic benefits and fostering a healthier, more positive work environment. 

However, the study also found employees experiencing mental health challenges still encounter significant barriers, especially when it comes to disclosure and support.

The research found that stigma, fear of repercussions and unsupportive workplace cultures continue to deter many from speaking up and seeking help, researchers found. 

“People often stay quiet because they fear stigma or discrimination, or because they’ve seen others treated unfairly after speaking up,” says Weinhardt.

“Even when policies exist, if the culture signals mental health isn’t openly supported, disclosure feels too risky.  

“Our research shows that this silence is not just because of employee reluctance, but also a function of how supportive the organization’s actions are regarding mental health.” 

Disclosure is difficult, but support makes a difference 

Creating psychologically-safe environments is key to encouraging openness and improving outcomes, say Weinhardt and Turner.

When leaders model vulnerability and empathy, it signals to employees that mental health concerns will be met with appropriate workplace supports. F�ܰ��ٳ��ǰ��, organizations need to ensure therapy is well-funded through employee benefits, making high-quality care accessible, add the researchers. 

“When leaders talk openly about mental health, make resources visible, and respond with empathy when someone discloses, it signals to employees that sharing will be met with fairness and support,” says Weinhardt. 

“Normalize mental health in everyday conversations.

“When organizations do this, it reduces the fear of stigma and makes disclosure feel less risky.” 

Mental health and work injuries: a two-way street 

��Դǳٳ�� , co-authored by U��֦��Ƶ PhD alum Dr. Steve Granger and Turner, and published in Personnel Psychology, offers one of the most comprehensive analyses to date on the connection between physical injuries and mental health.  

Drawing from 147 samples and data from more than 1.4 million individuals, his research found a link in how physical injuries can lead to depression, anxiety and distress, and those same mental health challenges can increase the risk of future injuries. 

“If managers only focus on the physical side of work injuries, they miss half the problem,” Turner says. 

The study also highlights how negative thinking and perceived job demands contribute to this cycle, reinforcing the need for integrated recovery strategies. 

Supporting recovery means addressing both physical and emotional needs. That includes access to counselling, peer support and return-to-work plans that acknowledge the stress and uncertainty that come with being injured. 

“Recovery works best when organizations see it as both physical and mental-emotional,” says Turner. “When you treat both the physical and psychological, you set employees up for a stronger and more sustainable recovery.” 

Better management leads to better outcomes 

Turner and Weinhardt’s research finds supportive leadership and psychologically-safe workplaces lead to better outcomes for everyone.

Employees experience improved mental health, faster recovery and greater job satisfaction. For employers, this translates to higher productivity, lower absenteeism, stronger retention and fewer injuries. 

“They’re two sides of the same coin,” says Turner. “Investing in systems that support mental health helps prevent injuries and builds resilience when they do happen.” 

By embedding mental health into everyday conversations and responding with empathy, organizations move beyond surface-level support and toward lasting impact, he says. 

A shared responsibility 

The Weinhardt and Turner study highlights how mental health support isn’t just the responsibility of human resources departments; it is a shared effort across organizations, leaders and employees.

The U��֦��Ƶ researchers say that by fostering open dialogue, funding accessible care, and training leaders to respond with empathy, workplaces can move beyond wellness perks and toward lasting change. 

With Oct. 10 being , their research offers a clear message: mental health at work isn’t optional, it’s essential. 

At U��֦��Ƶ, this commitment is reflected in the Community Mental Health and Well-Being Strategy, a campus-wide initiative focused on fostering a culture of care through education, leadership, and accessible support.

The strategy aims to create an environment where students, faculty, staff and postdoctoral scholars feel empowered to thrive, both personally and professionally. 

Students, staff or faculty member seeking mental health support are encouraged to visit the strategy’s website to explore resources available both on and off campus. 

In addition to being an associate professor at the Haskayne School of Business, Dr. Justin Weinhardt is also the adjunct associate professor with the .

In addition to being a professor at the Haskayne School of Business, Dr. Nick Turner is also the adjunct professor with the , as well as an affiliate member of