Training Supervisors to Support Paid Leave: Evidence from a Randomized Workplace Intervention

• In Event: Paid Leave Across the States: Access, Utilization, and Employment Outcomes

Abstract

Background: Access to paid leave is a structural determinant of health, linked to improved mental and physical health for workers and their families. It is also linked to improved employment outcomes, including greater job stability, higher return-to-work rates, increased retention, and reduced turnover and replacement costs. However, leave policies are often underutilized due to limited awareness and unsupportive organizational cultures, and supervisor support plays a critical role in shaping employees’ willingness and ability to take leave.

Purpose: The goal of this study is to implement and evaluate the effectiveness of a novel leave-supportive supervisor behavior training at a large public university in Oregon—a state with a newly adopted PFML law—using a cluster-randomized controlled trial (RCT) design.

Methods: We use a multilevel study design to assess impacts of the intervention on supervisors and their direct reports. Randomization to receive the training occurred at the organizational unit level, with a wait-list control group whose supervisors will receive the training after study completion (Fall 2026). Data were collected from supervisors and their direct reports at baseline (pre-training) and will be collected at 3- and 7-months post-intervention (June and October 2026, respectively). The primary outcome is leave-supportive supervisor behavior, as reported by direct reports, measured on a 5-point Likert scale across six domains: emotional support; education and facilitation of policy access; fostering psychological safety for taking leave; dual agenda behaviors (balancing employee needs and operational demands); respect for boundaries during leave; and role modeling. Secondary outcomes include turnover intention, job satisfaction, organizational commitment, psychological distress, and perceived stress.

Preliminary Results: Of 2,016 employees contacted, 123 supervisors and 381 direct reports completed the baseline survey (response rate = 34.5% and 23.0%, respectively). At baseline, 64.2% of direct reports rated their supervisors’ leave-supportive behaviors positively (scores of 4-5 on a 5-point Likert scale). Ratings varied across domains, ranging from 62.9% for psychological safety to 77.1% for respect for time off during leave. A majority of respondents also reported high job satisfaction (62.2%) and organizational commitment (67.9%). In contrast, 55.2% reported low turnover intention. Of the 237 supervisors invited to the training, 86 completed the training and the pre/post knowledge assessments (completion rate = 36.3%). Knowledge of paid leave policies and support increased from 90.2% to 95.3% overall. Impact of the training on other outcomes will be reported after follow-up data are collected in June and October 2026.

Conclusions/Implications: This study introduces a novel, scalable approach to improving workplace support for paid leave through supervisor training. Results will provide evidence on whether supervisor training can strengthen implementation of paid leave policies and improve employee outcomes.

Author

• Julia M. Goodman, OHSU/Oregon Institute of Occupational Health Sciences
  Presenting Author