Well, certainly not the type of strength typically associated with toxic masculinity, requiring leaders to show strength at all costs and in all situations. This often involves taking all responsibility away from employees, infantilising them and avoiding openly sharing their authentic selves. As a business coach, I frequently do coachings where leaders re-learn to connect with their emotions. Why?
Because mental wellbeing matters in leadership.
Leadership is often associated with strength, resilience, and constant decision-making under pressure. Frequently this results in leaders projecting an image of strength and stability while actually experiencing high levels of stress. These can strongly affect their mental health. Understanding and addressing this reality is essential—not only for leaders themselves but also for the health of the teams and organizations they guide.
Dropping the fear of expressing emotions at work here is key.
A business coach can help leaders do this. Unlearning the false narrative that arriving at work requires people, and particularly leaders, to leave their emotions at the office door is a cornerstone of my work as a business coach and trainer. I combine this with addressing how to take care of their mental health and how to express emotions appropriately in a work environment.
What is important in leadership is the ability to manage ones own mental health.
Leaders face many psychological demands. They juggle managing teams, handling conflict, and maintaining performance standards. All the while also attempting to project confidence where required. When this confidence is false, i.e. projected only, it leaves leaders in an even more vulnerable situation, worrying about when they will be ‘discovered’. This also feeds into imposter syndrome.
Projecting leadership strength when you do not feel strong is emotionally taxing.
Research shows that leaders experience higher rates of stress and burnout than non-leaders due to increased responsibility and emotional labour (Kaluza et al., 2020). Chronic stress can lead to anxiety, depression, and reduced cognitive flexibility. All of these can impair decision-making—a critical skill in leadership roles (McEwen, 2017). In my role as business coach I help leaders reflect on where they can be strong authentically and where strength is actually required, and where not.
Mental health challenges in leadership often remain hidden.
The false or perceived expectation to appear to “stay strong” may lead to emotional suppression and avoiding getting help. This can create a culture where mental health struggles are ignored and stigmatized throughout the organization. Regular business coaching has been shown to have beneficial effects on organisations. When leaders model openness and seek support, it can foster healthier work environments. Studies show that supportive leadership is linked to lower employee stress and improved team morale (Harms et al., 2017).
Being able to share your emotions authentically within your team is in and of itself a show of strength.
It engenders trust from others and builds strong bonds. Organizations can play a key role by promoting mental health resources, offering leadership coaching, and normalizing conversations around wellbeing. Mindfulness training, for example, has been shown to reduce stress and improve emotional regulation in leaders (Donaldson-Feilder et al., 2019).
Effective leadership is not about being unbreakable—it is about being self-aware and willing to care for one’s mental health.
When leaders prioritize their well-being, they create resilient teams and more humane workplaces. A business coach supports self-reflection and emotional regulation for leaders and whole organisations. If you have any questions how coaching and training can support you as a leader or the leaders in your organisation in strengthening their mental health, please get in touch. I look forward to hearing from you.
References
Donaldson-Feilder, E., Lewis, R., & Yarker, J. (2019). Journal of Occupational Health Psychology, 24(1), 20–34.
Harms, P. D., Credé, M., Tynan, M., Leon, M., & Jeung, W. (2017). Leadership Quarterly, 28(1), 1–14.
Kaluza, A. J., et al. (2020). Stress and Health, 36(3), 327–341.
McEwen, B. S. (2017). Neuron, 98(2), 257–281.
