Table 2.

Overview of the Managing Minds at Work training modules and theoretical foundations.

Module number and title	Summary description	Theoretical basis or empirical grounding
Introduction	Introduces the concept of mental well-being at work, the business case for focusing on mental health, and the legal responsibilities of line managers	Legal and organizational frameworks and introductory grounding for subsequent modules
Module 1: “Looking After Your Own Mental Health”	Focuses on self-care strategies for line managers, such as movement, flexible working, gratitude, and self-compassion	Self-care theory, reflective practice, and stress management literature
Module 2: “Designing and Managing Work to Promote Mental Well-being”	Covers the HSE’sa Management Standards (demands, control, support, relationships, role, and change) on how to address and manage these work stressors through job design and management practices	HSE [49] Management Standards for work-related stress, primary prevention, and job design theory
Module 3: “Management Competencies that Prevent Work-related Stress”	Focuses on 4 key managerial competencies: respectful and responsible behavior, communication and workload management, handling difficult situations, and managing individuals	Management competencies for preventing work-related stress [50-52] and leadership and stress prevention literature
Module 4: “Developing a Psychologically Safe Working Environment”	Explores psychological safety, trust, inclusion, positive team relations, and peer support using interactive activities	Psychological safety theory [53] and team climate and inclusion literature
Module 5: “Having Conversations About Mental Health at Work”	Teaches communication skills to initiate, maintain, and respond in conversations about mental health with staff	Supportive communication models, mental health conversation frameworks, supporting openness about mental health, and behavior change theory

^aHSE: Health and Safety Executive.