“My patience has limits”: how managers deal with employees’ return to work after mental health leave

Abstract Background Employees who return to work (RTW) after mental health leave are a vulnerable, yet understudied population. Work adjustments that were implemented during the process of RTW, may need to be sustained after RTW. However, these adjustments can be at odds with the interests of supervisors. The present study aims to understand (1) the perspectives of supervisors on those work adjustments made during the RTW process that conflict with their own interests after the employees’ RTW; (2) how supervisors manage these conflicts, and (3) how they reflect on their management of these conflicts. The theoretical framework for this study was the Dual Concern Model, which describes styles of managing interpersonal conflict. This model consists of two intersecting axes showing that conflict styles can be concerned with other people and with oneself. Methods This qualitative study was based on semi-structured interviews with 15 supervisors from various sectors. Verbatim transcriptions of the interviews were analyzed thematically. Results (1) The interviewed supervisors mentioned two types of work changes of returned employees that conflicted with their managerial interests, namely adaptations of the employee's tasks and changing jobs. (2) To manage their conflicts of interests with employees, supervisors primarily aimed for win-win solutions and compromises. Secondarily, other strategies were also used, such as pursuing supervisors’ own interests at the expense of that of employees, possibly justified by a moral self-licensing process. (3) The majority of the supervisors had a nuanced view on their management of perceived conflicts. Conclusions The study results suggest that supervisors have a substantial impact on the extent to which employees can sustain their work changes after mental health leave. The results of this study can be used to inform policy, and education for supervisors on how to support their employees who have returned to work after CMD-related leave. Key messages • When confronted with employees’ work adjustments that conflict with their own interests, supervisors tend to play a prominent role in the type of resolution (win-win or otherwise) that is achieved. • Supervisors can have a substantial impact on the extent to which employees can sustain their work changes after sickness absence due to common mental disorders.