May 14, 2024 from Canadian HR Reporter
Thriving But Tired: The Manager Burnout Paradox in Canada
Despite leading the world in employee wellbeing, Canada and the U.S. also top global rankings for workplace stress, according to Gallup’s State of the Global Workplace 2025 report. Over half (52%) of workers are “thriving”—but 50% report feeling stressed “a lot” the previous day.
The contradiction is especially sharp for managers, who often report high engagement and deep identification with their roles—alongside high stress and burnout. Younger and female managers, in particular, are bearing the brunt of this divide.
Engaged—but Exhausted
Zhanna Lyubykh, assistant professor at Simon Fraser University, says this tension isn’t as contradictory as it may seem. Lyubykh explained that individual thriving isn’t always related to work – it could be through family, hobbies, and friendships.
In Canada, manager engagement is declining. Gallup and Lyubykh point to common culprits: excessive workload, lack of autonomy, and insufficient support. The complexity of modern work, she adds, also contributes to this exhaustion.
Lybubkh went on to say
“Canada is better [than the U.S.], but the numbers are going up, which is kind of interesting, because we have so much technology, work should be easier. We should spend less time at work. But that’s not what’s happening”
Middle Managers Feel the Squeeze
Middle managers are especially vulnerable. They are held accountable for results but often lack the authority and resources needed to make real change.
Lyubykh says that managers are in the worst possible position—accountable, but not empowered. Clarifying job descriptions to reflect true decision-making power can help restore that balance.
Mental Health Support Still Too Hard to Access
A worrying 27% of Canadian managers report being actively disengaged. Lyubykh says this is a red flag for stress and potential turnover.
But when it comes to mental health, the workplace often fails to create a culture where support is truly accessible. While disclosure is typically required for accommodations like flexible schedules or time off, it’s often blocked by fear of stigma or discrimination.
Lyubykh believes that supportive climates don’t just help individual employees—they improve job satisfaction across the board.
Leadership Training Is Lacking
Fewer than half of Canadian managers receive formal leadership training—despite being promoted into roles that require a different skill set than technical roles. Without guidance, many promoted managers struggle—and micromanagement from senior leaders often makes things worse.
Lyubykh encourages HR departments to pair promotions with leadership coaching, mentorship, and clear expectations around authority.
The Extra Weight on Women Leaders
Gallup’s report shows that women and younger managers are especially vulnerable to disengagement. Lyubykh attributes this to higher performance standards and the unspoken expectation that women managers should also be emotionally supportive.
She stated that women are expected to manage their team’s emotions, maintain harmony, and be ‘warm’—on top of doing their jobs.
From Policy to Practice: How Employers Can Help
Lyubykh stresses that workplace wellbeing strategies must go beyond formal programs and rigid HR policies. She recommends five concrete steps:
- Clarify authority and accountability in job descriptions
- Provide leadership training before and after promotion
- Normalize mental health disclosure through visible support
- Simplify access to accommodations by reducing bureaucracy
- Promote allyship and modeling from senior leadership
Lyubykh concluded that there’s a real business case for this. When managers are supported, trained, and empowered, performance rises. Job satisfaction improves. And people stay.
For companies trying to balance productivity and wellbeing, addressing manager burnout may be the key to unlocking a healthier, more sustainable workforce.
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