[Sustainable Return to Work: What Leadership and Supportive Practices from Managers and Employers?]

Objectives The literature highlights the role of the manager in the successful return to work (RTW) after an absence due to common mental disorders (e.g., depressive disorders). However, few studies have specifically examined the influence of leadership style in this context, thus limiting the knowledge that could inform effective behaviors in organizational settings for sustainable RTW. This paper aims to examine the role of leadership and support practices developed by managers and employers in the context of RTW. Two studies are presented. The first study analyzes the influence of leadership style (transformational vs. authoritarian) and perceived organizational support on employees' retention after their RTW. The second study examines the extent to which managers and employers perceive their ability to implement practices recognized in the literature as promoting sustainable RTW.

In Study 1, 84 employees who had returned to work after a long-term sickness responded to an online questionnaire (Qualtrics). Among them, 70% were on sick leave due to a common mental disorder (CMD). In Study 2, which was international in scope, 30 employers and human resources managers and 28 managers responded to an online questionnaire (LimeSurvey). This questionnaire focused on RTW practices for employees on sick leave due to a CMD, covering the entire RTW sequence.

Study 1: Multiple regression analysis highlights that transformational leadership plays a significant role in reducing burnout and the intention to leave the job, unlike authoritarian leadership, while enhancing the perception of organizational support. Furthermore, the mediating role of SOP and burnout in the effect of transformational leadership on the intention to leave has been demonstrated. Study 2: Descriptive analyses indicate that employers and human resources managers find it easier to communicate rules to the various RTW stakeholders within the organization. However, their self-efficacy is lower when it comes to supporting managers in implementing work accommodations for the affected employees. With respect to managers, they feel capable of establishing measures that promote the sustainable RTW of team members. However, they find it more challenging to adopt RTW practices during the employee's sick leave and to implement preventive measures for relapses.

These two studies highlight the importance of supportive attitudes in job retention and identify areas of difficulty encountered by managers. The discussion presents research perspectives and recommendations to better support managers, employers, and human resources managers.