As work bleeds further into evenings and weekends, fully “switching off” has become harder than ever. New research led by Dr. Ze (Mia) Zhu, an assistant professor in the Department of Psychological and Brain Sciences at Texas A&M University, examined how supervisors shape recovery and found they play a far bigger role in the process than previously understood.
The study introduces a new framework called “supervisor support for recovery” (SSR), which identifies four key behaviors: not contacting employees after hours, not assigning work during nonwork time, modeling healthy recovery habits and actively encouraging employees to rest.
Across six studies and multiple populations, researchers found that these behaviors significantly improve employees’ recovery experiences, especially psychological detachment, relaxation and sense of control over their time. These experiences are critical because they allow workers to reduce stress and restore energy, which supports long-term health and job performance.
The study shows that recovery support is not just about avoiding bad habits like late-night emails. Supervisors who model and encourage recovery by taking time off themselves or explicitly supporting rest, help employees feel more comfortable disconnecting.
The findings also reveal that SSR is distinct from general supervisor support and explains additional improvements in recovery beyond other leadership behaviors. Even supportive managers may undermine recovery if they do not respect boundaries around nonwork time.
Most workplace interventions focus on helping individuals manage stress. This research suggests organizations should instead look upward, training supervisors to create environments where recovery is possible. When leaders protect time off, employees are better able to recharge and ultimately perform better on the job.