Behind the titles, boardroom decisions, and sharp suits, an alarming reality shadows the lives of many CEOs and senior leaders. According to a recent study presented at the conference 'Who is Taking Care of the Boss?', a staggering 90% of CEOs report experiencing a high workload, while 77% grapple with elevated stress levels. Organised by The Malta Chamber of Commerce in collaboration with the Willingness Team, the event shed light on an uncomfortable but urgent truth: those at the top are not immune to burnout - and often, they are the most neglected.
Leadership, though idealised as aspirational, frequently devolves into an isolating and relentless pursuit. As Malta Chamber President William Spiteri Bailey noted, "leadership can be a lonely journey, with few safe spaces to talk or seek help." This loneliness, coupled with unrelenting pressure to perform, creates a perfect storm of chronic stress, anxiety, and in some cases, mental health deterioration.
The current corporate culture too often praises overextension and glorifies sacrifice. Traits such as ambition, drive, and tireless work ethics can easily tip into harmful territory when left unchecked. Matthew Bartolo, psychotherapist and Chair of the Health and Wellness Committee of The Malta Chamber, warned of a cultural cascade: the leader's mindset often filters down to the team, fostering an "always-on" environment that wears everyone thin.
The conversation must shift from reactive to proactive. Protecting top-level executives is not merely a matter of compassion; it is a business imperative. Poor mental health among leaders doesn't occur in a vacuum. As Spiteri Bailey rightly pointed out, "when employers are under strain, their decision-making suffers, innovation slows, and team productivity declines." The wellbeing of leaders is directly proportional to organisational performance.
One of the most critical strategies for reversing this trend is enforcing the right to disconnect. While work-life balance has become a buzzword in HR rhetoric, its application is often uneven - especially at the top. Executives and CEOs are expected to be accessible at all times, blurring the lines between professional and personal life. This always-on culture is unsustainable.
The right to disconnect is more than a luxury; it's a safeguard. It ensures that leaders can recuperate, reflect, and return to their roles with renewed clarity. Encouraging boundaries between work and rest for executives not only protects their mental and physical health, it models healthier standards for the entire organisation. If leaders are seen respecting downtime, others are more likely to follow suit.
The panel discussion at the conference, 'Strong Leadership Starts with a Strong Mind', emphasised precisely this. Marthese Portelli, the Malta Chamber CEO, spoke of the need for open communication and relationships that transcend rigid hierarchies. Paul Borg Bonaci of Elia Caterers added depth by highlighting the importance of psychological contracts - trust-based, emotional agreements between employees and employers that cannot be enforced through formal policies alone.
Modern leadership, as outlined by Ramona Galea of ARQ Advisory, must be deeply human. Emotional intelligence, vulnerability, and authenticity are no longer optional traits - they are fundamental to sustainable leadership. But leaders can only show up with these qualities if they are well-supported themselves. That support must be structural, not just symbolic.
Danica Cassar of the Willingness Team underscored a crucial point: "Business leaders are human, not machines." Despite the romanticisation of tireless leadership, many suffer in silence. Chronic stress, sleepless nights, and the emotional burden of decision-making wear away at their capacity to lead effectively. The imbalance is made worse by a system that offers numerous protections for employees, but very few for employers.
Professor Rose Marie Azzopardi put it bluntly: burnout is now a recognised occupational phenomenon, not a private affliction. Managing it is no longer optional. If organisations are serious about resilience, innovation, and growth, then they must begin by safeguarding their leaders - not as a privilege, but as a necessity.
In a post-pandemic world that is increasingly aware of mental health, it's time we extended the same compassion and protection upwards. A healthier workplace starts with healthier leaders - and that begins by giving them the time, space, and support to simply disconnect.