Leadership That Builds More Than Structures: Advancing Mental Health in Construction Through Servant Leadership and VitalCog

Why Mental Health is a Leadership Imperative (Not Just an HR Issue)

For too long, employee mental health has been isolated within human resources (HR) – viewed as a matter of policies, benefits, and reactive support programs. This approach is fundamentally flawed. While HR plays a crucial role, the true architects of a mentally healthy workplace are its leaders. Leaders influence the daily experiences of their team members, establishing the cultural tone that either supports or undermines well-being.

This leadership responsibility is especially critical in industries facing acute mental health crises. Despite the advances in job site safety, the construction industry continues to face disproportionate challenges in the areas of mental health.

This is not just a statistical tragedy; it is a failure of leadership.

A culture that tells workers to “tough it out” is a culture where leaders have failed to create psychological safety. HR policies cannot fix a toxic culture; only leaders can. When leaders model vulnerability, prioritize well-being, and actively listen to their teams, they dismantle the stigma that prevents people from seeking help. Construction Users Roundtable (CURT) members can demonstrate that a commitment to mental health is a cornerstone of a safe, productive, and ethical work environment.

FROM COMPLIANCE TO CULTURE CHANGE: SERVANT AND TRANSFORMATIONAL LEADERSHIP IN ACTION

The Heart of the Matter: How We Lead Determines How We Thrive

In today’s workplace, the conversation around mental health, well-being, and performance is more critical than ever. Organizations are increasingly recognizing that a thriving workforce is the engine of success. At the center of this ecosystem is leadership.

Two styles, in particular – servant leadership and transformational leadership – have a profound and interconnected impact on creating workplaces that are productive, psychologically healthy, and supportive.²

This article explores the deep connections between these leadership styles and their influence on workplace mental health, suicide prevention, addiction recovery, and the development of high-performing teams. The common thread linking all these elements is psychological safety – a workplace environment where individuals feel secure to be vulnerable, seek help, and express their authentic selves without fear of retaliation.³

That’s where VitalCog in Construction becomes a game-changer. This tailored training equips leaders and teams with the practical tools to recognize distress, start compassionate conversations, and connect workers to support. By normalizing mental health discussions and teaching real-world communication strategies, VitalCog helps break down stigma and creates a culture where workers feel seen, safe, and valued. In an industry where psychological safety can be the difference between silence and life-saving action, VitalCog helps leaders create job sites where people trust that they can speak up – and know someone will listen.

Servant Leadership & Construction Mental Health: Leading by Nurturing

Servant leadership, a philosophy coined by Robert K. Greenleaf, turns the traditional leadership pyramid upside down. Instead of the people working to serve the leader, the leader exists to serve the people. The core of this model is a focus on the growth and well-being of team members and the communities to which they belong.

The core principles are:

• Empathy: Understanding and sharing the feelings of others.
• Listening: Paying close attention to what is said and unsaid.
• Healing: Helping to make people whole and supporting them through personal and professional challenges.
• Awareness: A deep understanding of oneself and the team.
• Stewardship: A commitment to serving the needs of others.
• Commitment to growth: Believing that everyone has something to contribute and fostering the personal and professional development of each individual.

These core characteristics are intentionally woven into the VitalCog in Construction training through interactive scenarios, real-world role plays, and practical tools that help participants lead with empathy, listen with intent, and support their teams with confidence and care.

The Impact on Workplace Well-being

• Mental health: Servant leadership directly counters the primary drivers of workplace stress and burnout.⁴ By creating a supportive and caring environment, servant leaders reduce feelings of isolation and pressure. When employees feel genuinely cared for as individuals, their sense of value and belonging increases, which are significant protective factors for mental health. This style fosters a culture where it’s acceptable to not be okay and to prioritize self-care.

• Suicide prevention: A workplace culture built on the principles of servant leadership is a powerful tool for suicide prevention. The emphasis on empathy, listening, and healing creates a space where an individual struggling with suicidal thoughts may feel safe enough to reach out for help. A servant leader, being attuned to their team’s well-being, is more likely to notice changes in behavior or mood that could indicate a crisis. By destigmatizing mental health struggles, these leaders open the door for life-saving conversations.

• Addiction recovery: For an employee in addiction recovery, the workplace can be a source of immense stress and potential triggers. A servant leader fosters a non-judgmental, supportive, and stable environment, which is crucial for sustained recovery. The focus on “healing” and “commitment to growth” aligns perfectly with the journey of recovery, allowing the individual to reintegrate into the workforce with compassion and understanding, rather than fear and scrutiny (Evans & White, 2007).

Transformational Leadership & Construction Mental Health: Leading by Inspiring

Transformational leadership is a style centered on inspiring and motivating followers to achieve remarkable outcomes and, in the process, enhance their own leadership abilities. These leaders craft a compelling vision for the future and communicate it in a way that energizes and unites their teams.

The Core Principles of Transformational Leadership (The Four I’s) Are:

1. Idealized influence: Acting as a role model with high ethical standards.
2. Inspirational motivation: Articulating a compelling vision that inspires followers.
3. Intellectual stimulation: Challenging assumptions, encouraging creativity, and seeking new perspectives.
4. Individualized consideration: Acting as a coach or mentor who listens to the unique needs and concerns of each follower.

The Impact on Workplace Well-Being

Transformational leadership enhances mental health by fostering a sense of purpose, meaning, and self-efficacy among employees.⁵ When individuals feel they are part of something greater than themselves and are developing their own abilities, it boosts their self-esteem and resilience. The “individualized consideration” component ensures that employees feel recognized and valued, which helps reduce feelings of being just another cog in the machine.

A strong sense of purpose and belonging is a potent protective factor against suicide. By creating a compelling vision and a unified team, transformational leaders foster a sense of connection and a reason to look toward the future.⁶ (Army Resilience Directorate, n.d.). A leader practicing “individualized consideration” is more likely to be in tune with their team members’ personal struggles and can guide them toward help when needed.

The forward-looking and growth-oriented nature of transformational leadership can also be incredibly beneficial for someone in addiction recovery. This leadership style encourages individuals to redefine their identity based on their potential and future contributions, rather than their past struggles. The focus on personal growth and reaching one’s full potential aligns with the transformative journey of recovery.

The Unifying Force: Psychological Safety

Both servant and transformational leadership, though different in their approach, excel at creating the single most crucial ingredient for a healthy and high-performing team: psychological safety.

Leadership Style	How it Builds Psychological Safety & Bolsters Construction Mental Health
Servant Leadership	Creates a nurturing and supportive environment where individuals feel safe because they know their leader has their back. The focus on healing and empathy makes it safe to be vulnerable and to admit mistakes (Kyambade et al., 2024).
Transformational Leadership	Creates a climate of respect and intellectual curiosity where new ideas are welcomed and challenges are seen as opportunities for growth. “Individualized consideration” ensures that each person’s voice is heard and valued (Liu et al., 2023).

When psychological safety is present:

• Employees are more willing to discuss mental health challenges openly.
• Team members are more likely to support a colleague who is struggling with addiction.
• A person in crisis is more likely to seek help, knowing they will be met with support, not punishment.
• Teams are more innovative, collaborative, and effective because people are not afraid to take risks and share ideas.

In conclusion, both servant and transformational leadership are not just “nice to have” management techniques. They are essential frameworks for building organizations that are resilient, innovative, and fundamentally human. By fostering psychological safety, these leadership styles create a virtuous cycle where employee well-being and high performance are not competing priorities, but two sides of the same coin. The result is a workplace that not only succeeds but also supports the holistic health of its most valuable asset: its people.

VitalCog in Construction: Practical Tools for Leadership Development and Cultural Impact

That’s where VitalCog in Construction comes in. Developed in partnership with construction professionals, psychologists, and lived experience experts, VitalCog is a training program that builds mental health literacy and workplace confidence.

It’s not therapy. It’s not theory. It’s actionable skills delivered in a format that resonates with the realities of construction job sites and offices alike.

Participants learn how to:

• Recognize early warning signs of distress.
• Initiate compassionate, direct conversations.
• Navigate resources, from EAPs to crisis lines.
• Create a culture where help-seeking is expected, not avoided.

VitalCog supports the servant leader’s commitment to the welfare of their team. It amplifies the transformational leader’s efforts to align mental health with core business values.

It’s also measurable. Recent implementations have shown improvements in team communication, trust, and job satisfaction while decreasing stigma across diverse worksites.

The Business Case: Social Return on Investment (SROI)

For leaders balancing budgets and bottom lines, the question often becomes: what’s the ROI? The answer: mental health investments aren’t a cost. They’re a catalyst.

Studies have shown that for every $1 invested in workplace mental health initiatives, the average social return is $8.90 in reduced absenteeism, presenteeism, and turnover. Beyond that, companies that champion well-being are more attractive to the next generation of workers – and better able to retain the experienced ones.

VitalCog in Construction helps bridge that investment to action. It’s part of a broader blueprint for sustainable, systemic change, one that positions CURT members as national exemplars of human-centered leadership.

Leaders Go First

As we look to the future of construction, the blueprint for success must include more than steel and concrete. It must consist of compassion, vision, and courage, especially from those at the top.

By being the first to complete the training, leaders are better equipped to answer questions, respond to concerns, and reinforce its importance when their team members go through it. They can speak from experience, not theory. And when they model self-awareness, share personal stories of struggle, or demonstrate how reaching out for support has helped them, they dismantle stigma and open the door for others to do the same.

VitalCog shouldn’t be a one-off initiative or something leaders delegate; it should be baked into leadership development curricula across the organization. Because in today’s environment, these skills aren’t “nice to have,” they’re essential to effective leadership.

When a foreman checks in on a crew member who seems off… when a VP shares their story at a town hall… when a safety director brings VitalCog to the job trailer… a new foundation is laid. And that’s the kind of leadership that doesn’t just build projects – it builds legacy.

Dr. Sally Spencer-Thomas is a clinical psychologist, internationally recognized mental health speaker, co-founder of the VitalCog in Construction training, and strategist specializing in construction and workplace well-being.

Alex Yannacone is the Director of Education at the CU Depression Center and a master trainer of VitalCog in Construction.

Matt Mishkind is the Deputy Director of the Helen and Arthur E. Johnson Depression Center at the University of Colorado Anschutz Medical Campus, where he leads initiatives to bring evidence-based mental health programs into workplaces and communities.

Interested in bringing VitalCog in Construction to your organization?
Visit the VitalCog in Construction website for more information.

Resources:

Army Resilience Directorate. (n.d.). Leaders suicide prevention safe messaging guide. Retrieved from https://www.armyresilience.army.mil/suicide-prevention/pages/pdf/DSPO_Leaders%20Suicide%20Prevention%20Safe%20Messaging%20Guide_FINAL_508.pdf

• Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
• Bold Steps Behavioral Health. (n.d.). The role of leadership programs in addiction recovery. Retrieved from https://boldstepsbh.com/leadership-programs-in-recovery/
• Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
• Effy AI. (2024, January 19). The power of servant leadership: Transforming teams and organizations. Retrieved from https://www.effy.ai/blog/servant-leadership
• Frey, J. (2024, February 5). Transforming healthcare: New hope for suicide prevention in the workplace. University of Maryland School of Social Work. https://www.ssw.umaryland.edu/research–centers/research-news-and-stories/transforming-healthcare-new-hope-for-suicide-prevention-in-the-workplace/
• George, B. (2023). The truth about servant and transformational leadership. LHH. https://www.lhh.com/us/en/insights/the-truth-about-servant-and-transformational-leadership
• Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
• Khan, M. A., Faiz, M., & Khalil, M. I. (2023). Transformational leadership influences between servant leadership and burnout among health sector employees. Review Journal of Social Psychology & Social Works, 3(2), 444-456.
• Kyambade, P., Islam, M. Z., & Muk-isa, I. (2024). Servant leadership and healthy work relationships in university context: A moderated mediation analysis of psychological safety and socially responsible leadership. Cogent Social Sciences, 10(1). https://doi.org/10.1080/2331186X.2024.2418802
• Liu, J., Gong, Y., & Wang, S. (2023). How transformational leadership motivates employee involvement: The roles of psychological safety and traditionality. SAGE Open, 13(1). https://doi.org/10.1177/21582440221148607
• OKR Institute. (n.d.). From good to great: Leadership styles that take teams to the next level. Retrieved from https://okrinstitute.org/leadership-styles-that-take-teams-to-the-next-level/
• Pradhan, S., & Jena, L. K. (2024). The role of transformational leadership in improving employee psychological well-being: A review. Human Resource Development International, 1-10. https://doi.org/10.1080/13678868.2024.2325778

References:

1. https://www.cpwr.com/research/research-to-practice-r2p/r2p-library/other-resources-for-stakeholders/mental-health-addiction/
2. Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
3. Khan, M. A., Faiz, M., & Khalil, M. I. (2023). Transformational leadership influences between servant leadership and burnout among health sector employees. Review Journal of Social Psychology & Social Works, 3(2), 444-456.
4. Frey, J. (2024, February 5). Transforming healthcare: New hope for suicide prevention in the workplace. University of Maryland School of Social Work. https://www.ssw.umaryland.edu/research–centers/research-news-and-stories/transforming-healthcare-new-hope-for-suicide-prevention-in-the-workplace/
5. Pradhan, S., & Jena, L. K. (2024). The role of transformational leadership in improving employee psychological wellbeing: A review. Human Resource Development International, 1-10. https://doi.org/10.1080/13678868.2024.2325778
6. Army Resilience Directorate. (n.d.). Leaders suicide prevention safe messaging guide. Retrieved from https://www.armyresilience.army.mil/suicide-prevention/pages/pdf/DSPO_Leaders%20Suicide%20Prevention%20Safe%20Messaging%20Guide_FINAL_508.pdf