Do Leaders Get the Same Wellbeing Boost from a 4-Day Week?

The 4-day week is widely hailed as a breakthrough for work-life balance, productivity, and employee wellbeing. UK trials and global studies consistently show strong results for staff. But one question rarely gets asked… How do leaders themselves feel in a 4-day week setup?

Are they getting the same mental health and wellbeing benefits, or are the pressures of leadership cutting them off from the gains their teams enjoy?

Fresh Data: What We Know So Far (2024-2025)

A growing body of global research shows clear wellbeing wins from shorter working weeks.

1) In 2024 and 2025 alone – a major Boston College study of 2,900 workers across the US, UK, Australia, Canada, Ireland, and New Zealand found:

• Burnout dropped 67%
• Mental health improved 41%
• Sleep quality rose 38%

2) A UK trial in late 2024, involving organisations like the British Society for Immunology and Crate Brewery, collected data from both employees and employers. Results are expected later this year.

3) In July 2025, The Guardian reported that nearly 1,000 UK workers who tried reduced-hour schedules (4-day weeks or 9-day fortnights) chose to stick with them:

• 62% reported lower burnout
• 45% saw higher life satisfaction

These outcomes are consistent with earlier findings.

Flashback: The 2022 UK Pilot

The landmark UK 4-day week pilot in 2022 involved 61 companies and 3,000 workers. Results included:

• Burnout down 71%
• Stress down 39%
• 90% of employees wanted the model to continue
  
  (Source: Cambridge University)

However, data on leaders’ own wellbeing was limited. While “employer wellbeing” was tracked, most leaders spoke publicly about company-wide outcomes, not their personal experience.

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Do Leaders Benefit Personally

Even without detailed leader-specific data, there are good reasons to believe that shorter weeks can support leaders’ mental health – if implemented well.

Potential benefits include:

• Real downtime: One full extra day off can reduce decision fatigue and support emotional recovery.
• Sharper focus: Time constraints often lead to smarter prioritisation and less distraction.
• Better relationships: More time for family, hobbies, and rest supports long-term resilience.
• Lower stress risk: A 3-day weekend can act as a buffer against chronic stress and burnout.

But There Are Challenges Too

The 4-day model isn’t automatically easier for leaders. In fact, it can introduce new pressures:

• Intensified workdays: Compressing full responsibilities into fewer days can increase cognitive load.
• Always-on culture: Leaders may feel obligated to stay connected on their “day off”.
• Visibility fears: Worries about how their absence is perceived by clients, investors, or staff can cause stress.
• Lack of cover: If a team member is off, others can often fill in. But for leaders, critical decisions may be left hanging unless cover is planned.

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5 Ways to Support Leaders in a 4-Day Week

To ensure leaders benefit from the model, not just their teams, organisations should act proactively:

1. Build cover structures
   Assign deputies or rotate leadership responsibility so there’s always someone available.
2. Set contact boundaries
   Create clear “off day” rules to limit pressure to check in.
3. Stagger leadership schedules
   Avoid having all senior staff off on the same day.
4. Offer tailored support
   Provide mental health resources and coaching specifically for leadership challenges.
5. Track leader wellbeing separately
   Ask leaders how they feel – not just how their teams are doing.

Why This Matters

If leaders don’t experience the benefits of a shorter week, they’re less likely to support it long-term. But if they do feel better – mentally, emotionally, and professionally -they become powerful champions for change.

Future trials should ask two separate questions:

• “How is your team doing?”
• “How are you doing as a leader?”

Until that gap in research is filled, the question remains open, and that’s exactly why it belongs in every serious conversation about the future of work.