When employees disclose mental ill health at work, what happens next matters most
Mental health disclosure in the workplace is often framed as a personal decision, a question of whether an employee should speak up. But new Australian research shows another important question is how leaders respond once disclosure happens.
Our latest published peer‑reviewed study, featured in the Journal of Occupational Rehabilitation, reveals that supervisor reactions to mental health disclosure are strongly associated with three critical workplace outcomes:
- Work ability (self‑reported productivity)
- Employee intent to stay
- Perceived mental health stigma at work
The findings are clear: disclosure itself is not the risk. Poor responses are.
Mental health disclosure at work: a high‑stakes moment
Mental health conditions are common among working Australians, yet many remain hesitant to disclose at work due to fears of stigma, discrimination or career harm. Mental ill health is a concealable stigma, meaning employees must constantly assess whether it is psychologically safe to share their experience.
While organisational policies play a role, previous research shows that an employee’s decision to disclose is influenced by how they expect their immediate supervisor will respond.
This makes disclosure a pivotal leadership moment — one that can either build trust and psychological safety, or reinforce fear and silence.
What the research examined
The study analysed data from a nationally representative sample of Australian employees who reported having disclosed a mental health condition to their supervisor.
Using a mixed‑methods approach, researchers:
- Analysed open‑ended employee descriptions of supervisor reactions
- Categorised responses as positive/supportive, negative/unsupportive, or ambivalent
- Examined how these reactions were associated with work ability, intent to stay and perceived stigma
This allowed the research to move beyond whether disclosure occurred, and instead focus on the quality of the disclosure experience.
Key finding 1: Most disclosures are met with support, but not all
Encouragingly, the majority of employees reported positive supervisor reactions. These typically included:
- Expressing concern and empathy
- Listening attentively
- Validating the employee’s experience
- Offering flexibility, adjustments or resources
However, nearly one in five employees described negative or unsupportive responses, including:
- Dismissive or judgemental remarks
- Minimising or denying symptoms
- Avoidance or lack of follow‑up
- Denial of assistance
- In severe cases, reduced hours or job loss
This highlights that while progress has been made, disclosure still carries real risks for some workers.
Key finding 2: Supportive responses are linked to better work outcomes
Employees who experienced supportive supervisor reactions reported significantly better outcomes across all measures.
Higher work ability
Employees who received positive responses rated their work ability much higher than those who experienced negative reactions. In practical terms, this means supportive leadership is associated with better perceived productivity, not reduced performance.
Stronger intent to stay
The difference in retention outcomes was stark. Employees who experienced supportive disclosure responses were far more likely to intend to stay with their employer over the next 12 months, compared to those who experienced negative reactions.
Lower perceived mental health stigma
Supportive responses were also associated with employees feeling more comfortable talking openly about mental health at work — a key indicator of psychological safety and stigma reduction.
Key finding 3: Negative responses carry serious organisational costs
Negative or unsupportive supervisor reactions were associated with:
- Lower work ability
- Weaker intent to remain with the organisation
- Higher perceived mental health stigma
Beyond these outcomes, some employees described severe consequences following disclosure, including reduced hours or employment termination. These findings raise not only wellbeing concerns, but ethical, legal and reputational risks for organisations.
Importantly, the research reinforces that it is not disclosure itself that negatively impacts employee work and well-being , but the way disclosure is handled.
What makes a supportive supervisor response?
Employees described positive disclosure experiences as those where supervisors:
- Listen without judgement
- Express empathy and genuine concern
- Validate the employee’s experience
- Provide practical guidance or adjustments
- Protect confidentiality
Crucially, none of these behaviours require clinical expertise. They are leadership skills, and they can be learned.
Why supervisor training matters
The research highlights a consistent theme across the literature: many managers feel unprepared to respond to mental health disclosure.
Without training, even well‑intentioned leaders may respond in ways that feel dismissive, avoidant or harmful. Over time, this can reinforces stigma, and discourage future help‑seeking.
Building supervisor capability to respond effectively to mental health disclosure is therefore a preventative workplace mental health strategy — one that protects employees while strengthening retention, productivity and culture.
Creating workplaces where disclosure feels safe
This research sends a powerful message to organisations:
- Disclosure is a leadership moment
- Supervisor reactions shape employee outcomes
- Psychological safety is built in conversations, not policies alone
When supervisors are prepared to respond with empathy and action, disclosure can become a pathway to support rather than a source of harm.
Learn more
Read the full peer‑reviewed article, Workplace Outcomes After Mental Health Disclosure: The Critical Influence of Supervisor Reactions, published in the Journal of Occupational Rehabilitation.
Explore how SuperFriend supports workplaces to build mentally healthy leadership capability and reduce stigma at work.
