Imagine the working world in 2035: teams distributed across continents working with focus, reporting early when stress escalates, and using peer networks to keep each other healthy. In this vision, substance-related absences drop dramatically – not due to strict controls, but because leadership creates an environment where autonomy, belonging, and meaning become the norm. This is where prevention for the next generation begins: in the daily practice of leadership, not just in crisis intervention.

A positive leadership style does not mean being "nice," but systematically strengthening psychological basic needs. These include autonomythe feeling of being able to act independently, competence experiencethe experience of being effective and capable, and social embeddednessfeeling belonging and support. Substance abuse in the work context rarely emerges "out of nowhere." Often, it is chronic overloading, lack of feedback, distrust, or a culture of silence that promotes risky coping strategies. Leadership acts as a lever here: it shapes communication culture, quality of feedback, and access to help. Therefore, prevention in the office is less a single measure and more a system of autonomous spaces, reliable information, trusting relationships, and easily accessible support offers.

When leadership strengthens autonomy and inclusion, well-being increases – a buffer against risky consumption. Research on “servant leadership” shows higher job satisfaction, especially where employees are regularly and asynchronously provided with relevant information; this enhances the experience of autonomy and reduces stress in everyday life ^[1]. In teams with inclusive leadership, employees report more vitality and well-being; targeted development-oriented feedback further enhances this effect – both factors that make substance-related risk coping less attractive ^[2]. Organizations that improve their psychosocial work environment based on data experience less burnout, decreasing absenteeism, and better performance markers – an environment where risky consumption seems less "functional" ^[3]. Additionally, workplace-related preventive programs demonstrate that education and monitoring can measurably reduce risky alcohol consumption – effects that remain stable over the years ^[4]. Systematic reviews also show: workplace interventions work when they are universal, tailored, and well-implemented; barriers are often lack of participation, stigma, and privacy concerns – exactly those issues that good leadership can address ^[5].

A multilevel study with decentralized teams linked servant leadership with higher job satisfaction and found a surprising driver: frequent email communication – thus asynchronous, needs-based information flow – was independently positively associated with satisfaction. The explanation is pragmatic: information "on demand" strengthens autonomy and flexibility, which alleviates stress and improves health-related decision-making ^[1]. In a multi-stage team study, inclusive leadership correlated with higher well-being; the mechanism ran through vitality as a psychological energy resource. Development-oriented supervisor feedback intensified this pathway – an indication that not only the "tone," but also the quality of growth impulses have a preventive effect ^[2]. At the organizational level, a one-year, fact-based intervention aimed at improving psychosocial indicators showed tangible effects: more participation, better leadership, lower burnout, less absenteeism, and higher productivity. Even biological markers moved towards recovery – a strong signal that structured work design measurably influences health ^[3]. Finally, intervention studies and reviews underline the benefits of tailored education, screenings, and short targeted interventions at the workplace, while also highlighting the need to reduce stigma and secure trust to increase participation and impact ^{[4] [5]}.

- Establish clear, open communication channels: Rely on regular, asynchronous updates (e.g., email briefs with goals, resources, and FAQs). This strengthens autonomy and reduces stress peaks – a protective factor against risky consumption behavior ^[1].
- Systematically build peer support: Combine team building with stress management training. Such programs increase help-seeking, trust in EAPs, and collegial encouragement – central levers against stigma and silence ^[6].
- Conduct quarterly team checks: Utilize short pulse surveys on leadership style, workload, feedback quality, and well-being. Discuss results openly in the team and derive concrete adjustments; this enhances vitality and well-being ^[2]. Complement this with a structured, fact-based approach to improve psychosocial indicators at the organizational level ^[3].
- Initiate target group-specific educational campaigns: Combine awareness modules on alcohol and drug risks with low-threshold screenings and short interventions. In service companies, such a program sustainably reduced risky alcohol consumption; reviews confirm the benefits of well-implemented, tailored formats ^{[4] [5]}.
- Lower barriers to help: Communicate privacy rules for EAPs transparently, offer anonymous contact options, and link leadership training with development-oriented feedback – this increases trust and the likelihood of seeking help early ^{[6] [2]}.

Positive leadership is prevention: Those who enable autonomy, belonging, and growth reduce silent risk factors and make healthy decisions easy. Start this week with a clear communication ritual and a genuine team check – small structure, big leverage.