Harvard’s Arthur C. Brooks argued that leaders’ happiness affects employee morale and company stock performance, citing research that firms in the top 20% of workplace well-being outperformed the S&P 500 by roughly 520 basis points. Brooks contends happier leaders create better work environments and measurable returns. He advised leaders to prioritize psychological safety and attentiveness—skills often in short supply among new executives—and warned against superficial workplace perks that miss deeper morale drivers. The analysis draws on data from Irrational Capital and University of Oxford studies to support the business case. For university presidents, provosts and department chairs, the piece frames leader wellbeing as an operational issue with implications for faculty productivity, fundraising teams, and institutional reputation. Faculty governance bodies and human-resources units may need to consider wellbeing metrics alongside traditional performance indicators.