Transparency is extremely important to us, so we are letting you know that we may receive a commission on some of links you click on from this page. See our disclaimer.

Most employers emphasize workplace wellness programs that directly incentivize employees, bypassing the roles of managers to shape workplace habits. A recent study published in the Journal of Occupational Health Psychology suggests that managers are untapped leaders who want to play a significant role in wellness programming.

Rebecca Robbins, a postdoctoral research fellow at the NYU School of Medicine and Langone Medical Center and co-author of the study, interviewed 260 managers across sectors and companies. Their team at the Cornell University’s Food and Brand Lab asked participants to compare two fictional organizations, one that includes managers in wellness programs and the other that didn’t.

Sixty-eight percent of participating managers supported the company that involved managers in wellness programming. In fact, managers “actually … indicated that they would leave their current job for an employer that would engage them in a way like we suggested.” The enthusiasm for workplace wellness programs astounded Cornell researchers, indicating that managers want to be part of “something that has a higher calling.”

To incentivize meaningful change in workplace wellness, Robbins and her co-author, Brian Wansink, suggest linking 10% of managerial income to wellness actions. Wansink believes that this approach can activate key players, transforming wellness programming. “Leadership support is essential in any workplace change, including wellness. Most employee wellness initiatives don’t utilize the power of manager leadership – this strategy is unique in that it really taps into the manager’s ability to lead their team to wellness,” says Wansink.