{'fraction_non_alphanumeric': 0.03367875647668394, 'fraction_numerical': 0.015544041450777202, 'mean_word_length': 4.883248730964467, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Understanding and Improving Managers' Responses to Employee Depression

Depression is a common mental health disorder, 
estimated to affect between 20% 
and 55% of adults in their lifetime, and 
has recently overtaken heart disease as the 
leading cause of disability (WHO, 2011). 
Although managers often believe that mental 
illness is not their concern or does 
not exist in their organization, working 
with an employee with depression is a 
job demand that most managers are likely 
to face eventually. As noted in Santuzzi, 
Waltz, Finkelstein, and Rupp’s (2014) focal 
article, depression is an ‘‘invisible disability’’ 
that sufferers may be reluctant to disclose 
because of self- and other stigma. 
In one large-scale survey, only about 
30% of American employees said they 
would feel comfortable discussing depression 
with their supervisor (Charbonneau 
et al., 2005). In this commentary, we highlight 
performance-related social cognitions 
associated with disclosed or nondisclosed 
depression and suggest ways in which 
industrial–organizational (I–O) psychologists 
can assist organizations to improve the 
management of employee depression.