Research Study
What do senior leaders really think about workplace wellbeing?
OUR RESEARCH
Bridging the gap between wellbeing and business performance
Most workplace wellbeing frameworks focus on employee-level outcomes like mental health, stress and psychological safety. But what about the senior leaders who shape organisational culture and hold the budgets? Their perspectives are critical, yet largely unexplored.
In partnership with Professor Gail Kinman, leading occupational health psychologist, SuperWellness set out to change that.
20%
of employees globally
report being engaged at work
$10 trillion
lost annually in productivity
12 senior leaders
interviewed in Phase 1
About the study
This research explores three core questions:
- How do senior leaders view workplace wellbeing and do they believe it influences business performance?
- How do their views shape organisational decisions?
- What will make wellbeing sustainable for employers as well as employees?
Phase 1: Complete
Twelve in-depth interviews with senior leaders holding budget responsibility, spanning SMEs to global multinationals across sectors including legal, manufacturing, not-for-profit and transport.
Phase 2: Launching May 2026
A quantitative study broadening the findings. Results to be published October 2026.
What we are already hearing
Wellbeing is holistic, not just mental health
Leaders recognise that people need challenge and stretch, not just comfort. A tailored approach that focuses on flourishing for the majority is key.
Wellbeing must align with business realities
Commercial pressures are real. Wellbeing that isn’t connected to business outcomes won’t last. Shared responsibility across the whole organisation, not just HR, is essential.
Metrics matter, but they’re complex
Leaders want to measure impact but find it difficult. Consistency, strategic alignment and celebrating success are the three conditions most linked to positive outcomes.
Maturity takes time
Psychological safety, good listening and strong change management are the foundations. Getting there requires slowing down and doing less, better.
Get involved in Phase 2
We’re looking for senior leaders to participate in the next stage of our research, or you can refer someone you think would be a great fit.
Whether you participate, refer, or simply want to stay informed when the white paper is published in October 2026, we’d love to hear from you.
