DOI: 10.1016/j.orgdyn.2026.101243">
 

Building mental health confidence: A three-step playbook for managers

Document Type

Article

Publication Date

2026

Department/School

Management

Publication Title

Organizational Dynamics

Abstract

Nearly half of the global population will experience a mental health condition at some point in their lives, yet many employees continue to struggle in silence at work because of persistent stigma and limited managerial preparedness. This silence carries real costs: employees who fear negative reactions may hide symptoms, avoid seeking support, and disengage, while managers often feel unsure how to interpret behavior changes or how to respond without overstepping. We argue that organizations must move beyond treating mental health and illness as an exceptional problem and instead recognize it as a normal, recurrent feature of working life. Drawing on existing research and qualitative data from managers, HR professionals, and employees with mental health conditions across multiple countries, we propose a three-step framework for developing “mental health confidence” in organizations. The framework emphasizes (1) enhancing mental health literacy so managers understand the varied, often invisible nature of mental health conditions and the legal context surrounding them; (2) normalizing mental health conditions by openly acknowledging both their challenges and potential strengths, supported by practices such as job crafting and peer support; and (3) building mental health efficacy, equipping managers and HR with practical skills, tools, and policies to respond effectively when employees are struggling. We conclude that investing in managers’ mental health confidence is both a matter of fairness and a strategic lever for retention, performance, and inclusion.

Comments

J. E. Beatty is a faculty member in EMU's Department of Management.

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DOI: 10.1016/j.orgdyn.2026.101243

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