Managers have a number of different concerns, but one of the biggest has to do with how to deal with the mental problems of subordinates. Some believe that managers should draw a line, worrying only about the performance of employees and not the more intricate details of a subordinate’s life. Those individuals view mental health as a fiercely personal issue, and like a true medical issue, they believe that managers should keep their hands off when it comes to offering judgments. Others note that managers have significant responsibilities to more than just the employee, and for that reason, they should be concerned about the mental problems of their subordinates. Ultimately, managers should be concerned about the mental problems of the people under their charge, but that concern must have its limitations.

Managers must determine to whom they have responsibilities in order to know how they should act in any given situation. While managers do have some duty to the subordinate, they also have a duty to the people within a company or organization that are higher than them on the corporate hierarchy. In addition, managers have a duty to other vendors and to the public for the actions of employees. Within the legal tradition, the theory of respondeat superior notes that managers and supervisors are responsible for the actions of the people under their charge. What this means is that managers must take some responsibility for any known thing that could ultimately influence a person’s ability to serve the public.

Especially in those fields where subordinates are interacting with the general public or are creating products that will eventually go out to the general public, managers must take steps to ensure that they are aware of any potential problems that might cause harm to the public down the road. A good example would be in the field of police. A police supervisor or manager would want to know, and would rightly be concerned about the mental health of one of his officers because the officer interacts in a meaningful way with a number of people who might later be affected by the mental health situation.

With that being said, there must be some lines that are drawn in order to ensure that managers do not violate the privacy of employees. Mental health is transient and fleeting. Some people struggle with depression or other conditions at various times. Triggers, such as tragedies, can cause a person to have very real difficulties, and there exist strong arguments that the natural human condition should not cause a person to lose his or her job. This is why some level of control must be put into place. While it is perfectly reasonable for a manger to have concern about the mental health of his or her subordinates, that concern must only extend to the point at which a person completes his or her job. If the mental health issue presents a danger to the public or somehow prevents the person from doing his or her job, then it is a reason for concern. If the problem does not rise to that level, then managers must tread carefully, so as to not cause difficulties for employees.

Ultimately managers must toe a difficult line when it comes to mental problems for employees. While there is some duty for the managers to keep an eye on the mental problems of employees, there must also be balance. The smart manager will know how to navigate this morass, keeping in line his responsibilities to all different sides.