Workplace Mental Health in Construction: Evaluating Leadership Awareness and Response

Challenging work conditions and a predominantly male workforce have intensified concerns about worker well-being in the U.S. construction industry. Although these issues are increasingly acknowledged, empirical evidence on how management perceives and addresses employees’ psychological needs remains limited. This study seeks to fill that gap by examining managerial awareness and responsiveness to workplace mental health challenges, as well as the implementation of targeted well-being interventions across construction organizations. A mixed-methods approach was employed, integrating quantitative data from a nationwide survey of construction professionals with qualitative insights from open-ended responses. Results indicate that workers experience moderate levels of psychological strain, with notable differences across demographic and occupational groups. Women, non-white professionals, and site supervisors reported higher stress and lower overall well-being, emphasizing the need for more inclusive and tailored interventions. While both senior leaders and frontline supervisors demonstrated moderate awareness of these challenges, supervisors were perceived as less consistent in taking action to address them. Among existing workplace practices, transparent compensation structures and opportunities for skill diversification were identified as the most established supports for well-being. In contrast, mentoring programs, employee recognition, and open feedback mechanisms emerged as promising yet underutilized strategies. Overall, the study contributes by shifting attention from documenting construction-related mental health stressors to understanding how leadership recognition is translated into organizational response. Therefore, the findings provide practical guidance for construction leaders seeking to strengthen workers’ well-being and build a more resilient work environment.