Why Manager Burnout Is Overlooked and How It Impacts Companies

Managers are increasingly overwhelmed, balancing the weight of stressed employees driven by geopolitical turmoil, layoffs, technological shifts, and return-to-office (RTO) pressures—all while striving to maintain productivity and meet deadlines. Despite this growing burden, the burnout experienced by managers is often overlooked by organizations, jeopardizing not only their well-being but also the long-term health of the organization.

The stress burden on managers is far from new, but it is escalating to crisis levels. According to a report by meQuilibrium (meQ), managers are 36% more likely than non-managers to report experiencing burnout. This troubling trend is fueled by the rising demands of a volatile workplace shaped by rapid technological disruption and geopolitical instability, as reported by MBN. According to meQ, by 2025, organizations could observe a widespread “manager crash”, characterized by heightened burnout and turnover—unless they urgently prioritize the well-being and support of their leadership teams.

“Managing people is a difficult task, and organizations that prioritize the mental health of their managers will foster a culture that supports well-being. This, in turn, leads to a more engaged, motivated, and productive workforce,” asserts Jan Bruce, Co-Founder, meQuilibrium.

 The data supports this claim: employees who feel supported by their managers are 25% less likely to experience somatic symptoms of stress and 33% less likely to struggle with morning motivation. Furthermore, motivated and engaged employees are 41% more likely to show up to work. A Gallup study reinforces these findings, revealing that higher levels of employee engagement correlate with a 41% reduction in absenteeism and a 17% increase in productivity. These statistics highlight the crucial link between managerial support and overall workforce well-being and productivity.

However, when managers themselves are burned out, their ability to provide meaningful support is severely compromised. Burnout erodes a manager’s capacity to lead effectively—impairing decision-making, communication, and emotional support. As noted by First Round Review, even well-intentioned managers may struggle to connect with their teams, address challenges, or provide the strategic direction needed. Therefore, for organizations to thrive, they must recognize the interconnectedness between manager well-being and employee support, ensuring that leaders are equipped to lead with clarity, empathy, and effectiveness.

Despite this understanding, many companies fail to adequately address managerial burnout. According to ShiftBase, organizations often prioritize immediate objectives—such as productivity and meeting deadlines—over the long-term sustainability of their workforce. This short-sighted focus frequently places managerial mental health as a secondary concern. Furthermore, resources are often directed toward front-line employees' wellness initiatives, leaving leadership teams unsupported. Such practices perpetuate burnout risks, particularly for managers under immense pressure to meet high expectations. 

Additionally, the Harvard Business Review emphasizes that executives often view employee burnout as an individual issue rather than addressing it as a systemic organizational challenge. This narrow perspective overlooks the broader workplace dynamics and structural factors that contribute to stress, limiting the effectiveness of efforts to mitigate its root causes.

To address this growing crisis, organizations must adopt a systemic approach to mental health and well-being. This starts with recognizing that burnout is not just an individual issue but a symptom of broader workplace culture and organizational structures. Providing managers with targeted support, such as access to mental health resources, leadership training, and balanced workloads, is essential. Furthermore, meQ also emphasizes the importance of fostering "change readiness," enabling employees to adapt to emerging trends and alleviating the additional stress placed on managers.