Leadership fatigue has a name: burnout. The syndrome, previously mainly associated with frontline professionals, now finds among leadership one of the most affected groups. Data from international centers like Nascia reveal that six out of 10 leaders have already experienced symptoms of burnout. In Brazil, concern is intensifying: the country set a record for absences due to mental disorders in 2024, with over 470,000 leave approvals granted by the INSS.
"It's a structural problem. We are seeing managers falling ill because they cannot cope with the pressure for results, emotional overload, and responsibility for the organizational climate. It is urgent to understand that taking care of leadership is also taking care of the business," emphasizes Michel Cabral, CEO of Vixting, HR & Health Tech with 15 years of experience in occupational health.
The burnout syndrome is characterized by physical, emotional, and mental exhaustion, demotivation, irritability, isolation, and decreased performance. In leadership, these symptoms are often masked by the desire to maintain an image of resilience and control, which further complicates early identification of the problem.
The loneliness of those who lead
In addition to functional overload, leaders report chronic loneliness. Many avoid exposing their vulnerabilities out of fear of appearing weak or incompetent, which increases the risk of silent suffering. "Companies still expect an unattainable profile from leaders: resilient, present, motivating, and tireless. This expectation, often disconnected from reality, is one of the roots of the problem," comments Cabral.
How HR can act strategically
Vixting emphasizes that the HR role needs to go beyond operational routines. The sector should position itself as a strategic ally in promoting the emotional health of leadership, with actions such as:
- Training for the recognition of early signsas behavioral change, irritability, excessive control, or withdrawal;
- Encouragement of self-care culture and active listening, with open channels for safe and stigma-free conversations;
- Flexibilization of working hoursand realistic goals, with frequent monitoring;
- Implementation of intelligent systems, integrating occupational health data and tracking risk patterns, enabling preventive and personalized actions.
Technology as an ally in prevention
Focusing on the digitization of occupational health processes, Vixting develops solutions that support HR in creating healthier environments. The platform allows companies to monitor certificates, identify risk signals, and create personalized care pathways for different leadership profiles.
"The HR of the future needs to combine empathy, data, and agility. Only then will we be able to act before burnout destroys careers, compromises teams, and impacts company results," concludes Michel Cabral.
