If you know me, you know I’m a bit obsessed with the “everyday” side of psychosocial risk management and leadership. Not just the policies, frameworks, or compliance checklists – but the real, lived experience of work. Why? Because it’s the day-to-day stuff that makes or breaks a workplace’s mental health climate.

When I’m out in workplaces, running psychosocial risk assessments, one theme pops up over and over: people’s experience of leadership support (or lack thereof). And this isn’t just a “nice to have.” According to the Job Demands and Resources (JD-R) model – a gold standard in workplace wellbeing research – supportive leadership is a critical job resource. It helps people cope with demands, stay engaged, and buffer against harm like stress and burnout.

But there’s a flip side: lack of leadership support isn’t just the absence of a resource – it can actually be a job demand or even a psychosocial hazard in its own right. In fact, it’s included as a psychosocial hazard in most psychosocial Codes of Practice in Australia (see Safe Work Australia’s model Code as an example), which is one reason workplace leadership training and development remains an important focus for many organisations.

When leaders are absent, unsupportive, or even destructive, it adds to the load, increases strain, and undermines wellbeing.

The JD-R Model in a Nutshell

• • Job resources (like supportive leadership) help us achieve goals, grow, and stay resilient.

• • Job demands (like high workload, conflict, or lack of support) drain our energy and can lead to burnout.

• • Leadership can be both: a resource when it’s supportive, a demand when it’s not (for a deep dive into how leadership interacts with job demands and resources, see Tummers & Bakker’s 2021 systematic review).

This is why I talk so much about “everyday leadership.” It’s not about grand gestures or inspirational speeches. It’s about the small, consistent actions leaders take – checking in, noticing when someone’s off, giving practical help, or simply saying “thanks.” These micro-moments are powerful resources that buffer harm and build a culture of care.

What Does Supportive Leadership Actually Look Like?

Supportive leadership is one of those phrases that gets tossed around like confetti at wedding. Everyone says they’re doing it. Open door policies abound. But when I’m out and about doing psychosocial risk assessments, one thing comes up again and again: people don’t feel supported by their leaders. It’s one of the reasons workplace mental health training and leadership development continues to be such an important focus for many organisations.

So what does real supportive leadership look like in practice? That’s the question I asked Gustavo Junqueira, an experienced leader and awesome human being. You can watch the full chat with Gus here:

It’s Not Just About Listening – It’s About Observing

In my chat with Gustavo Junqueira, executive producer at Hive Media Productions and former construction project manager, we unpacked what supportive leadership looks like on the ground. Gus nailed it when he said:

“Listening is important, but observing is just as powerful. Most people aren’t ready to speak up – so leaders need to notice when something’s off.”

Supportive leaders don’t wait for someone to walk through the open door. They go to the door. They notice when someone’s energy is off, when they’ve missed a few days, or when their usual spark is missing. And they ask – gently, consistently, and without pressure.

Support Is Both Emotional and Practical

Gus shared how his daily walk-throughs on construction sites weren’t just about checking boxes. They were about checking in. He’d talk to workers, ask if they had what they needed, and solve problems before they became productivity sinkholes.

“If you wait until 4pm to hear that someone didn’t have sand delivered, you’ve lost a whole day of work. But if you ask at 7am, you can fix it before it becomes a problem.”

That’s practical support. But it also sends a powerful emotional message: I see you. I care.

Recognition Isn’t Reserved for Big Wins

Supportive leadership isn’t about employee-of-the-month awards or grand gestures. It’s about noticing the little things, like a tidy worksite, a thoughtful question in a team meeting, or someone bringing humour into the room.

“Thanks for asking that question – it shows you care about the result.”
“I love how you keep the site tidy. It makes a real difference.”

These micro-moments of recognition help people feel valued. And when people feel valued, they’re more likely to be engaged, productive, and resilient.

Clarity Is Kindness

Support also means being clear. Gus talked about setting expectations collaboratively – asking workers when they could finish a task, what they needed, and what would get in the way. That mutual commitment created a sense of fairness and accountability.

“When expectations are clear, fairness follows.”

So, What’s the Payoff?

Supportive leadership isn’t just good for people – it’s good for business. Gus shared that his projects often finished ahead of schedule and above margin. Why? Because people felt seen, heard, and supported. And when they did, they showed up fully.

Final Thought

Supportive leadership isn’t a personality trait – it’s a practice. It’s built on curiosity, care, and consistency. And it’s one of the most powerful tools we have to create mentally healthy workplaces.

So next time you’re tempted to say “my door is always open,” ask yourself: when was the last time I walked through someone else’s door?