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Healthcare
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Effective Strategies for Promoting Mental Health: Global Perspectives and Innovations
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Effective Strategies for Promoting Mental Health: Global Perspectives and Innovations

A special issue of Healthcare (ISSN 2227-9032).

Deadline for manuscript submissions: 1 March 2026 | Viewed by 972

Special Issue Editor

Prof. Dr. Madiha Rana

E-Mail Website
Guest Editor
Department of Psychology, European University of Applied Sciences for Distance Learning Hamburg, Doberaner Weg 20, 22143 Hamburg, Germany
Interests: mindfulness-based interventions; resilience enhancement; health psychology; behavioral interventions; evaluation of health programs
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

Promoting mental health is one of the key challenges of our time, affecting people all over the world. With the increasing prevalence of mental disorders, the development of effective, accessible and innovative intervention strategies is more urgent than ever.

This Special Issue is dedicated to exploring and discussing a wide range of strategies for improving mental health. It provides a platform for the presentation of research dealing with the latest intervention techniques, evaluation methods and practical approaches.

I am pleased to invite you to participate and encourage you to submit research covering a wide range of topics, including the following:

  • Evaluating the effectiveness of different therapeutic approaches.
  • The development of new digital health tools and their integration into mental healthcare.
  • Cross-cultural studies on mental health and intervention effectiveness.
  • Policies and social frameworks that influence the implementation of health strategies.

This Special Issue aims to promote a deeper understanding of the complex dynamics that influence mental health and to present innovative solutions that are applicable on a global scale.

In this Special Issue, original research articles and reviews are welcome.

I look forward to receiving your contributions.

Prof. Dr. Madiha Rana
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 250 words) can be sent to the Editorial Office for assessment.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Healthcare is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2700 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • global health strategies
  • innovative therapy methods
  • digital intervention tools
  • preventive psychology
  • political frameworks for mental health
  • interdisciplinary treatment approaches
  • resilience research
  • mental health awareness

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Further information on MDPI's Special Issue policies can be found here.

Published Papers (1 paper)

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Research

18 pages, 876 KB  
Article
When Employee Mental Health Deteriorates: Examining the Relationship Between Health-Oriented Leadership, Disclosure, and Sickness Absence
by Sarah Pischel, Jörg Felfe and Lene S. Fröhlich
Healthcare 2025, 13(21), 2759; https://doi.org/10.3390/healthcare13212759 - 30 Oct 2025
Viewed by 473
Abstract
Background/Objectives: Given the high prevalence of mental health problems in the workplace, fostering disclosure and reducing sickness absence are critical for ensuring timely support and sustaining employees’ work ability. Drawing on the health-oriented riented leadership (HoL) model, this paper examines the associations [...] Read more.
Background/Objectives: Given the high prevalence of mental health problems in the workplace, fostering disclosure and reducing sickness absence are critical for ensuring timely support and sustaining employees’ work ability. Drawing on the health-oriented riented leadership (HoL) model, this paper examines the associations between staff care, disclosure, and sickness absence, and addresses the underexplored question of whether staff care continues to show beneficial relationships when employees experience acute health deterioration. To account for differing perspectives, we included samples with employees and with leaders. Methods: We conducted three distinct cross-sectional studies with (1) predominantly healthy employees (N1 = 148), (2) employees with severe mental health issues or a diagnosis (N2 = 338), and (3) leaders (N3 = 91). Results: Staff care is positively related to disclosure across all studies. In study 1, this relationship was unexpectedly stronger for low than for high health deterioration, though still significant for high deterioration. In studies 2 and 3, the interaction was non-significant. However, a perceptual gap emerged: simple slopes showed that leaders with low staff care still expected disclosure from employees with high health deterioration (study 3), whereas employees reported higher concealment intentions (study 1). Staff care was negatively related to sickness absence only in study 2, with this relationship strengthened under high health deterioration. Conclusions: Staff care seems particularly relevant for supporting disclosure during early health declines and for mitigating sickness absence during acute deterioration among those already affected. Divergent leader–employee perceptions may hinder timely support. We provide practical recommendations for organizations. Full article
(This article belongs to the Special Issue Effective Strategies for Promoting Mental Health: Global Perspectives and Innovations)
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