Leading from the Heart

Modern leaders are frequently asked to be vulnerable and “lead from the heart.” Some leaders attempt “speaking from the heart” when addressing their teams to help create better connection and engagement. Recent research shows that more is happening here than a metaphor; workplace stress has been linked to a stark increase in heart disease, specifically atrial fibrillation (AFib). 

This 18-year study of over 6,000 white-collar workers showed that: 

• Workers exposed to high job demands with low control or authority had an 83% increased risk of developing AFib.
• Those giving high effort with low recognition or compensation faced a 44% higher risk.

During AFib, the heart's upper chambers beat chaotically and irregularly, out of coordination with the lower chambers. This can lead to blood clots, stroke, heart failure, and other heart-related complications.

Impact of Workplace Stress on Heart Health

While there are many conversations about workplace stress on the individual worker, data shows that our leaders struggle with their own wellness. As an example, Gallup’s 2024 Global State of the Workplace reveals that, while all workers have shown decline in mental health in the last year, managers have higher incidence of sadness, worry, and loneliness. This last area, loneliness, is one of several documented and researched stressors that are highly prevalent among leaders. 

Michael Garth, Director of Leadership Development for Commodore Homes, shares that stress can be heightened in part because of “the loneliness that those in leadership positions often feel. Whether due to being solo at the top of the organization, or at any other level of positional leadership…(there is a) belief that they can't show weakness or they may be seen as ineffective. That negative stress is often born quietly and alone. The impact often translates into losing passion, forgetting purpose, burnout, physical health issues, mental and emotional health issues, relational distress (either personally, professionally, or both) among other things.”

Garth adds, “Stress wears. It wears the body, the mind, the heart, the spirit. The understanding of the responsibility of leadership for the people being led (even for their lives and their families), for the impact on the business or community, or mission - either for the positive or negative, can be very hard hitting.”

What can be even more concerning for leaders is that they carry these responsibilities while also denying themselves the boundaries and support they need to stay healthy. Self-sacrifice and overwork has become the signature of a “high-performing” leader. One study of hospital leaders showed that:

• 65% of leaders took no vacation 
• 56% lost sleep due to work-related worry
• 46% skipped at least one meal a day

According to Dr. V Boykin, HubSpot’s Senior Program Manager-GTM Leadership Development and author of Fix Your Face and Watch Your Tone-Women Know What's Needed, this can be even more problematic for women leaders, who still have leadership responsibilities in their own lives. “Work-life balance has decreased by 38% since COVID, with 85% of women completing domestic chores during breaks. The work doesn't stop at the end of the workday, as the second shift starts requiring women to 'dust the corporate workspace,' which is now their home.”

Creating Healthier Leadership Habits for Healthier Workplace Environments

The good news is that educating and training leaders creates healthier work environments that can potentially reduce stress and AFib risk. This benefits leaders and their teams and can make a significant difference in the lives of their workers.

Here are three tips for decreasing leader stress:

1. Educate Leaders on Common Hazards to Their Health: Through our work at Verdant, we have spoken to thousands of leaders, sharing the known stressors for individuals in leadership roles. The number one comment made is, “I thought it was just me.” Because we haven’t spoken openly about the specific challenges leaders face, there is a perception that experiencing these issues is a personal weakness. People managers need to know what may happen, so they can recognize it and build healthy skills for navigating it.

2. Train Leaders Emotional Agility Skills: Decades worth of research on leader well-being has revealed a handful of effective tactics for leaders to cope in the face of challenges. This includes destigmatizing healthy choices and not rewarding overwork, heroics, and other extreme efforts that can lead to employee burnout.

3. Foster a Health and Safety Culture: Create a healthier workplace where the psychological and mental health of employees is as important as their physical health. Pursuing an HR Standards Institute (HRSI) Workplace Wellness Organizational Certification can provide structures and resources that specifically address these issues. The WHO Workplace Mental Health Guidelines or even this author’s Workplace Mental Health Strategy Workbook also provide frameworks and tools for getting started. 

By implementing these strategies, organizations can create a more supportive and healthier work environment, ultimately reducing the risk of AFib and other stress-related health problems. It's time to prioritize employee wellness and create workplaces that truly care for their hearts.