Happiness and work-isn't there a contradiction in those terms? Not necessarily. We are used to regarding management in terms of structure, production, effi ciency, competence, and so on. There is a sense of structure, of an expansion of organized thoughts originating from director's offi ces, spreading to the various levels of management, getting processed into production through diff erent levels of deciders, thinkers, workers. We can perceive a sense of verticality. Whether a company's goal is to off er products or services to customers, the organization must be very well structured in order to thrive and expand. But is that really all it needs? A perfect organization and a variety of tasks effi ciently distributed between competent managers? Certainly not. There are also more subtle aspects that could be benefi cial to the organization, a psychological component that could benefi t equally each employee. In the workplace, a new wave of well-being has already begun to spread in a horizontal way. A large amount of time is spent at work, and a worker should be able to expect more than a paycheck or the promise of bonuses in order to fl ourish. The workplace should be seen as a small community, where each one could feel involved, and also gain meaning in their life as a reward for the amount of work given. Besides the earnings, a pleasant working environment, social events that may all contribute to the wellness of a worker, there is also a psychological aspect that should be taken into account. As pointed out by Vakkayil, Della Torre & Giangreco (2017), the role of the manager in promoting wellness has been increasingly recognized, and their perception and interpretation of the employee's wellness are crucial in the process of implementing new policies (Caldwell, 2004). However, the need to develop original products of high quality could put employees under pressure and be detrimental to their physical and mental well-being. While it is important to implement policies and practices that may bear a high level of production and standards, in practice, there might be personal discord, tensions and diffi culties inherent to social groups (Guzzo & Dickson, 1996). The role of the manager is certainly pivotal, fulfi lling requests, handling deadlines and full agendas on the one hand, and on the other hand, motivating workers, helping them giving their best, while keeping a pleasant working ambiance. Certainly managers are essential for getting the best from their employees, but they also need to become aware of and help in the development of the employee's leadership qualities. It is crucial that a manager, in his role as mentor, maintain or increase the well-being of the employee.