In today’s fast-paced, high-stakes business environment, the wellbeing of CEOs and top-level managers is too often overlooked. While employee welfare has gained substantial traction in recent years, the people leading organisations – those shouldering the heaviest burdens – are often left without adequate support. A recent study presented at Who is taking care of the boss?, a conference organised by The Malta Chamber of Commerce and the Willingness Team, reveals a sobering reality – 90% of CEOs experience a high workload and 77% report significant workplace stress.
These figures demand more than passive concern – they call for structural change. Business leaders play a critical role in shaping company culture, making strategic decisions and driving innovation. Yet the mounting demands of leadership can take a significant toll on their mental and physical health. Without appropriate safeguards, stress among executives can lead to burnout, poor decision-making, and ultimately, diminished organisational performance.
The issue is compounded by the culture of constant availability that surrounds executive roles. Many CEOs and senior managers feel compelled to be “always on” – responding to emails after hours, taking calls on weekends, and staying mentally engaged with work even during personal time. This lack of boundaries is unsustainable. It chips away at their capacity for long-term planning, emotional regulation and effective leadership.
One of the most impactful solutions lies in championing the right to disconnect – a policy principle that has gained traction globally but remains underutilised at the leadership level. Enabling managers and executives to meaningfully disconnect from work is not just a lifestyle improvement; it’s a strategic imperative. Time to rest, reflect, and recharge allows leaders to approach challenges with greater clarity and resilience. Furthermore, when leaders model healthy boundaries, it encourages a similar culture across the organisation.
Yet, many executives face another invisible pressure: isolation. Leadership, while aspirational, can be a lonely experience. Trust is not easily found at the top and many leaders lack safe spaces to express vulnerability or seek support. The persistent myth of the invincible CEO creates unrealistic expectations and discourages honest conversations about mental health. When left unaddressed, this isolation can exacerbate stress, stifle creativity, and increase the risk of emotional burnout.
A critical shift is needed in how businesses and boards perceive executive health. Protecting CEOs is not about giving special treatment – it is about recognising that leadership carries a unique psychological burden. The same drive that propels someone to start or scale a business can, without adequate self-care and structural boundaries, also lead to overextension and collapse. Leadership demands stamina, empathy and vision – none of which are sustainable without mental and emotional equilibrium.
Support mechanisms must move beyond token gestures. Confidential coaching, peer mentoring, psychological support and protected time off should be standard elements of executive care – not afterthoughts. Additionally, human resource strategies should evolve to be more proactive in addressing the needs of management-level employees. Instead of focusing solely on compliance and performance metrics, HR leaders should prioritise building trust, promoting emotional intelligence and fostering cultures of mutual accountability.
Organisational health begins with leadership health. Companies cannot expect high performance, strong morale and innovation from teams led by individuals who are running on empty. Investment in executive wellbeing is, at its core, an investment in the organisation’s future.
