The role of managers in preventing and managing psychosocial risks

INTRODUCTION AND KEY CONCEPTS

Managers play a key role in ensuring a safe and healthy workplace, including the management of psychosocial risks (PSRs). While employers retain overall responsibility, for ensuring a safe work environment, managers organise and oversee day-to-day work and are crucial for putting occupational safety and health (OSH) policies and prevention measures into practice. Their leadership, commitment, and awareness are essential for fostering a strong OSH culture and for complying with respective OSH legislation [1] [2] [3]. Managers are often tasked with creating appropriate working conditions and identifying psychosocial risks. Employers remain ultimately responsible and must ensure that managers have the necessary resources, competence and information to carry out these tasks; failure to do so may amount to organisational negligence under national law[4].

Psychological safety

Psychological safety refers to a shared belief that the workplace is safe for speaking up, admitting mistakes and showing vulnerability (e.g. allowing interpersonal risk-taking)[5]. It is based on a climate of openness where workers feel able to express themselves, question decisions and propose new ideas without fear of negative consequences. This can facilitate learning, innovation and creativity[6]. Psychological safety is often a prerequisite for workers to voice opinions or criticism, including towards managers, and to speak up when others are treated unfairly, without fear of repercussions[7]. Psychological safety has been associated with reduced risk for burnout and improved job satisfaction and well-being[8]. 

Managers have an important role in fostering psychological safety by promoting open communication and feedback without negative repercussions. For example, managers who foster open communication by actively sharing feedback and criticism they have received themselves, were not found to jeopardise their reputation as a competent leader[9]. Instead, such practices facilitated more actionable feedback, enhanced accountability, and supported ongoing practices that foster again psychological safety[10]. Eventually, creating psychological safety within organisations is a shared responsibility and also materialises in horizontal work relationships. Workers and colleagues play a central role in daily interactions and can foster a safety climate inter alia by communicating appropriately and treating other colleagues with respect[11]. 

Psychosocial safety climate

The employer has the power and ability to create the conditions necessary for psychosocial safety at work, thereby preserving workers’ physical and mental health[12]. Psychosocial safety climate (PSC) refers to the shared perception by workers within an organisation that its policies adequately protect workers’ mental health and safety, reflecting the employer’s values, priorities, practices and commitment for workers’ psychological safety and health, including whether mental health is regarded as equally important as productivity and profit[13]. PSC also reflects the quality of communication regarding psychological safety issues and the extent to which the employer demonstrates active involvement and commitment to PSR prevention across all organisational levels.

Psychological safety and PSC should be a strategic priority, a core part of organisational governance, to strengthen stability, resilience, and sustainability towards meeting future challenges[14]. Adequate PSR management at company level support PSC, by enabling job satisfaction, work engagement, better job performance and productivity[15], while preventing adverse effects of PSRs such as increased sick leave and turnover[16].

MANAGERS’ ROLE IN PSYCHOSOCIAL RISK MANAGEMENT

The role of managers in PSR management is essential to workers’ psychosocial safety and health. Considering their role, it is crucial that employers involve both managers and workers or their representatives in the design of a comprehensive framework of OSH and PSR management practices (The role of worker involvement is extensively covered in a specific OSHwiki article[17]). The involvement of managers strongly influences how successfully PSRs are addressed[18] [19], as they implement these practices and should understand the practical implications in their work organisation. When systematic OSH and PSR management practices are established, the likelihood that organisations act on psychosocial risk assessments increases[20].

Managers’ leadership and dedication to PSR prevention can enhance the effectiveness of information and communication about the organisational policies and guidelines and strengthen workers’ understanding and acceptance[21]. Managers’ involvement in OSH issues also positively influences workers’ compliance with safety rules and procedures[22]. Managers who create a safe work environment and encourage safe work practices positively affect their subordinate workers’ attitudes towards safety, generating a lower level of deliberate rule-breaking[23] [24] [25]. Conversely, destructive or abusive managers increase the risk for shortcuts and deliberate safety violations[26].

Managers are role models within an organisation. If they lead by example, workers are more likely to adopt similar behaviours in practice (exemplary leadership)[27] [28]. Effective PSR management requires managers to “walk the talk” by demonstrating genuine commitment to workers’ mental health, prioritising psychosocial risk prevention, maintaining open communication and being approachable when issues arise.  Additionally, flat hierarchies and open‑door policies make it easier for workers to approach the employer/manager about PSRs and mental health concerns[29].

Stress, anxiety and depression are the second most common work‑related health problem in Europe[30], yet openly addressing these issues is still hindered by a fear of mental health stigma. Viewing PSRs as organisational rather than individual problems allows for them to be managed as systematically as other OSH risks[31]. An engaged manager who puts psychosocial risk management high on the agenda may also ensure that workers are more engaged and committed to those matters and as such also reduces the effects of stigma. The manager can thus create shared commitment for the prevention of PSRs and in encouraging workers to also positively contribute to the PSR management process[32]. 

Training for managers on psychosocial risk management

Promoting and protecting mental health at work requires recognising and responding appropriately to workers who show signs of emotional distress, as well as understanding how job-related stressors affect mental health. Managers must also be capable of identifying, assessing and managing psychosocial risks, such as excessive workload, lack of role clarity, low level of control over one’s job, insufficient support from colleagues or management, or a harmful organisational culture[33].

In light of the importance, complexity and sensitivity of PSR prevention, managers need access to adequate training to fulfil their role in PSR prevention. Leadership-oriented training can strengthen managers' competence in preventing PSRs and thereby support the development of a strong psychosocial safety climate.[34] [35] Managers should receive training that helps them recognise and respond to worker distress, build supportive communication skills, and identify and manage PSRs proactively10. Managers who have received adequate training have been found to comply more consistently with OSH rules and procedures and demonstrate a clearer understanding of the positive relationship between PSR interventions and productivity. To remain effective, training should be offered in varied formats and updated regularly [36]. 

Organisational support and resources for managers

Although the task to deal with PSRs is generally placed on managers, they are not always provided with the necessary resources. Managers need adequate organisational conditions to carry out this task effectively[37]. For instance, while managers in smaller enterprises benefit from greater scope for action and short decision paths[38], operational demands may lead them to prioritise core business activities over OSH responsibilities[39]. This indicates that managers engaging in PSR management face several organisational constraints including a lack of time [40]^[41],[42], financial resources and training[43]^,[44],[45]. Organisational conditions such as time, budget, established routines, manager discretion and role clarity, and the amount of support received by the manager impact PSR exposure. They directly influence how effectively a manager can shape the work environment, including managers’ abilities to provide workers with adequate resources and reduce their exposure to specific PSRs, directly impacting workers’ well-being[46].

Organisational support functions, such as human resources and occupational health services also play an important role in the management of PSR. Core human resources activities include sharing internal information on OSH and PSRs, keeping managers updated on regulations, procedures, routines, and planning and implementing training[47]. Occupational health services are another important but underused source of support in OSH and PSR management[48], mainly used for general health examinations rather than for supporting preventive OSH and PSR management activities. A recent Swedish study found that only half of the organisations studied had a successful collaboration with occupational health services in their preventive work[49].

LEADERSHIP STYLE AND WORKERS’ HEALTH AND WELLBEING

In recent years, leadership has been increasingly recognised as influencing worker well-being, and transformational leadership in particular has been positively associated with worker well-being[50]^,[51],[52]. A transformational leader is a manager of great motivational competence who is successful at stimulating change and creating a shared vision with subordinate workers to achieve common organisational goals. Similarly, managers who maintain good two-way relationships with workers (leader member exchange)[53] [54], and focus on developing relationships, cooperation and integration within the organisation (relationship-oriented leadership) have been found to positively influence worker well-being and job satisfaction[55]. 

Moreover, managers’ leadership style is likely to influence workers’ psychosocial well-being through their capacity to shape the working conditions. For instance, transformational leaders have been found to revitalise workers (e.g. through worker motivation and inspiration) while reducing some of the work demands[56]. Managers who are present in day-to-day operations and who meet the workers regularly may be better able to identify problems and mitigate the negative consequences for workers’ health. Conversely, in small organisations, managers’ wellbeing has perceptible consequences on their leadership, and their own ill-health may negatively affect workers well-being[57].

By contrast, destructive forms of manager leadership, such as abusive supervision, have been associated with reduced worker well-being. Workers exposed to destructive manager behaviour have shown to experience more stress, burnout, affective disorders, and overall health complaints. Besides undermining mental health, destructive leadership behaviours can also decrease workers’ productivity. [58]

MANAGERS’ EXPOSURE TO PSYCHOSOCIAL RISKS

Managers are themselves exposed to PSRs, including risks specific to their functions[59].  Results of surveys carried out among EU workers show that managers constitute the occupational category most likely to work long hours and long days, and to work in their free time to meet work demands, unveiling a poor work–life balance[60] [61]. In addition, managers often find themselves in the so-called “sandwich position”, facing contradictory demands and expectations from both the employer, other levels of management and the workers[62]. High psychological strain among managers can lead to psychosomatic complaints, which may in turn deteriorate the work environment [63]. Poor mental health among managers exposed to PSRs, such as increased stress-levels, can impact their ability to manage PSRs of other workers [64][65] .

Sustaining the mental health and well-being of managers is essential for the successful implementation of psychosocial risk management within organisations. Stress and burnout at higher hierarchical levels may cascade down to lower-level managers and workers, negatively affecting their mental health and increasing their risk of burnout [66]. Measures to improve managers’ health and well-being such as PSR management at all levels, combined where necessary with individual measures can support manager’s health and well-being. Such initiatives have been associated with improved work environments, more effective PSR management, and enhanced overall worker health [67].

CONCLUSION

Effective prevention and management of PSRs is promoted by both the employer’s strategic commitment and managers’ everyday leadership, which together can shape a safe and healthy work environment, psychological safety, and can support workers’ mental health and well-being. The employer shapes the organisation’s priorities and use of resources which influence the whole organisation, including the balance between job demands and job resources. In turn, managers play a key role in the practical prevention and management of psychosocial risks at work. They contribute to the implementation of PSR policies and procedures, the management of working conditions, and the creation of psychological safety and PSC. 

A good PSC and psychological safety, not only support workers’ health and well-being but also benefit the organisation, increasing productivity, innovation and creativity. Through their behaviour and communication, managers can strengthen workers’ understanding of organisational expectations, policies and procedures, encourage worker engagement, promote an open climate where concerns are raised early, reduce job stress and induce a reduction of mental ill-health. This role requires adequate competence, resources and organisational support, which should be reflected in management development programmes.

PRACTICAL CONSIDERATIONS FOR ORGANISATIONS

Considerations for managers

• Foster open communication to ensure psychological safety within the organisation and encourage workers to discuss mental health at work
• Lead by example and demonstrate through everyday actions that workers’ mental health and safety are priorities for the organisation
• Integrate psychosocial risk prevention into everyday management practices
• Work closely with support services, such as human resources and occupational health services

Considerations for employers 

• Provide managers with sufficient time, resources, role clarity and organisational support to manage psychosocial risk effectively
• Ensure that managers receive training and information to identify, assess and manage PSRs in the workplace, and to communicate supportively with workers
• Make psychological safety and a positive psychosocial safety climate core priorities for the organisation in policy and practice.
• Safeguard managers’ own mental health and well-being so they can lead by example and effectively prevent and manage PSRs for other workers.