When we think about mental health, we often picture a doctor’s office, a therapist’s chair, or a conversation with a loved one. But according to a global study by the Workforce Institute at UKG, the most significant influence on employee mental health may be far closer to the lab bench. Managers impact employees’ mental health (69 percent) more than doctors (51 percent) or therapists (41 percent)—and as much as a spouse or partner (69 percent).

For laboratory leaders, these findings represent both a challenge and a call to action. Line managers do more than oversee experiments or schedules—they shape the daily conditions that either protect or undermine their team’s well-being. In labs where precision, collaboration, and innovation are critical, this responsibility cannot be overlooked.

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Hidden stressors in the lab

Lab teams face unique pressures. Tight deadlines, funding uncertainty, compliance demands, and high-stakes research all create fertile ground for stress. Supply chain disruptions, adapting to work schedules, and the constant pressure to secure grants or publish can push even high-functioning teams to the brink. These stressors vary by sector—academic labs may juggle teaching and mentorship alongside research, while industry labs balance regulatory compliance and product development deadlines.

How workplace stress affects employee mental health

The UKG study found that 43 percent of employees are often or always exhausted by the end of the workday, while 78 percent report that work stress negatively impacts their performance. That strain spills into their personal lives:

• 71 percent say work harms their home life
• 64 percent report damage to their well-being
• 62 percent cite harm to relationships

In a lab environment, this can mean more than just frayed nerves; it can translate into data errors, safety lapses, and diminished innovation.

“Life isn’t all milk and honey, and when leaders open up about their own struggles, they acknowledge employees are not alone, and that it’s okay not to be okay.”

Pat Wadors, chief people officer at UKG, puts it plainly: “We talk a lot about mental health in terms of a medical diagnosis or burnout. While those are serious issues, the day-to-day stressors we live with—especially those caused by work—are what we should talk more about as leaders.” He adds, “Life isn’t all milk and honey, and when leaders open up about their own struggles, they acknowledge employees are not alone, and that it’s okay not to be okay. Authentic, vulnerable leadership is the key to creating belonging at work, and, in turn, the key to solving the mental health crisis in the workplace.”

In short: lab managers are central to fostering a culture that supports mental health—or one that erodes it.

What employees want from managers

The UKG study also found that seven in 10 employees want their company and manager to do more to support mental health. In a lab setting, that support could take many forms: clearer boundaries around work hours, advocacy for appropriate staffing, or recovery time after major efforts like grant submissions or audits. Small, visible actions help staff feel that their well-being is a true priority.

What lab managers can do to support workplace mental health

1. Make mental health part of everyday conversations

It is not enough to point to mental health resources or an employee assistance program. Lab managers can normalize mental health discussions by:

• Holding regular one-on-one check-ins that go beyond project updates to ask, “How are you managing the workload?” or “What’s been stressful lately?”
• Sharing their own challenges where appropriate, which helps reduce stigma
• Encouraging use of available resources and speaking about them proactively, not just during crises

2. Set clear expectations and give staff control

Uncertainty and micromanagement are major drivers of workplace stress. Lab managers can ease this by:

• Being transparent about shifting priorities and the reasons behind decisions
• Involving staff in setting deadlines or goals, especially as projects evolve
• Offering autonomy appropriate to experience—junior staff may need more guidance, but senior team members thrive with flexibility

3. Recognize the signs—and act early

Managers are often the first to see when something is wrong. Learn to notice:

• Changes in mood, behavior, or performance, such as withdrawal, irritability, or frequent mistakes
• Patterns like missed deadlines or sudden disengagement

Approach these instances with curiosity rather than judgment. A simple, “I’ve noticed X—how can I help?” opens the door for support.

4. Build a culture of appreciation and belonging

Recognition is a powerful mental health tool. Lab managers can:

• Acknowledge contributions regularly, both small wins and major achievements
• Encourage collaboration through peer recognition, paired projects, or shared learning activities
• Promote team well-being efforts, from informal coffee chats to organized wellness initiatives

As Dr. Jarik Conrad of the Workforce Institute notes: “Being overwhelmed consumes human energy and impacts retention, performance, innovation, and culture. Employers can be the anchor of stability for their people by giving them the support and resources they need—not just what we think they need.”

5. Take care of yourself

Managers are not immune to stress. In fact, 42 percent of managers report being often or always stressed, and 25 percent feel burned out. As Dan Schawbel of Workplace Intelligence advises, “We’re all human, and, to lead well, you first need to put your own mask on before helping others.”

Lab managers can:

• Model healthy boundaries by managing their own workload and taking breaks
• Seek peer support or mentoring
• Access mental health resources for themselves, showing that well-being is a priority at all levels

The opportunity for lab managers to shape employee mental health

Line managers already shape their teams’ mental health, whether intentionally or not. For lab leaders, the opportunity lies in leading with empathy, clarity, and action. Small, daily choices—from how you communicate to how you set expectations—create a lab culture where people can do their best work because of the supportive work environment, not in spite of it.

The challenge is real, but so is the opportunity. Every lab manager can start today by asking: What is one thing I can do this week to better support the mental health of my team?