A psychologist explains why we can no longer ignore workplace loneliness

Loneliness, the subjective emotional experience characterized by the perception that one’s social needs are not being met, is worryingly common, according to various sources and data indicators. For example, a recent Gallup survey revealed that as many as 20% of U.S. adults report feeling lonely daily, marking the highest rate of reported loneliness in two years (the historical peak of 25% was registered at the height of COVID-19).

Vivek Murthy, the U.S. Surgeon General, refers to a “loneliness epidemic,” estimating that 52 million adults in the U.S. feel disconnected and deprived of meaningful links and interpersonal interactions. The situation is especially concerning for U.S. adults, with a Cigna report estimating that as many as 58% are considered lonely.

The negative impact of loneliness on work performance and adaptation to life in general is well-documented. Consider some of common consequences of employee and manager loneliness on organizational outcomes, according to science:

• Workplace loneliness impairs employees’ and managers’ creativity and decreases their tendency to engage in prosocial behavior and to display good camaraderie at work.
• Workplace loneliness decreases people’s motivation to engage in positive team relations and collaboration, lowering task performance and harming inter-team relations with colleagues and coworkers.
• Workplace loneliness reduces employees’ and leaders’ affective commitment to their organizations, leading to lower levels of engagement and motivation, and increasing the probability of “quietly” (or loudly) quitting.
• Workplace loneliness increases the probability of experiencing burnout, and in turn the risk of turnover, absenteeism, and wider well-being deficits. This is particularly salient in jobs requiring a great deal of interpersonal contact, emotional labor, and empathy.
• Workplace loneliness leads to increased cyberloafing, which is already quite prominent in those who don’t experience loneliness. But for those who do, the tendency toward productivity theater while wasting problematic amounts of time online is exacerbated. Ironically, this will further exacerbate people’s loneliness, since it reduces their real and meaningful interactions with 3D colleagues and coworkers.
• In today’s fast-paced, hyperconnected, always-on world, loneliness may seem paradoxical, but it’s a by-product of our reliance on digital communication. The more connected we are, the fewer meaningful connections we seem to have. Social media, for instance, can foster superficial interactions that fail to meet deeper affiliative needs, potentially increasing feelings of loneliness despite frequent but empty online connections, optimized for seeking frequent yet superficial validation from others to inflate our aspirational but fragile ego.

The lack of real-world social bonds at work can exacerbate this issue​. Hybrid work, which often allows individuals to avoid analog or physical contact with other humans for weeks, threatens our natural sense of belonging to our workplace culture and careers, creating a sense of emptiness in our professional self and overall identity.

Although there are many other sources of meaning than work, the modern devaluation of institutions (e.g., church, religion, community, and family) has put a great deal of pressure on work and careers to cater to our deep sense of identity.

The workplace has always represented more than just a venue for tasks. It’s a social environment where individuals seek appreciation, collaboration, camaraderie, and being understood and accepted by others. The lack of such social fulfillment can lead to decreased psychological safety, lower self-esteem, and diminished trust among colleagues. This impacts individual mental health and team dynamics, organizational culture, and job performance.

Aside from the negative performance and organizational consequences of loneliness, there are severe generic effects on health and life in general. For instance, individuals who report feeling lonely are nearly five times more likely to rate their quality of life as poor, and face a 29% increased risk of premature death, as well as higher rates of mental health issues such as depression and anxiety. Loneliness is twice as common in those who experience psychological disorders and mental health problems.

Given the significant impact of loneliness on employee well-being and performance, organizations must take proactive steps to foster a more connected workplace. Solutions include promoting opportunities for social engagement, such as team-building activities, peer mentoring, and more informal interactions outside of work responsibilities.

Servant leadership, which emphasizes empathy, support, and communication, has also been shown to mitigate the effects of workplace loneliness​.

Furthermore, mindfulness practices and stress management programs can help employees develop resilience against the psychological effects of loneliness. Encouraging a culture of openness, where employees feel comfortable discussing their feelings of isolation, can also reduce the stigma around loneliness and promote a healthier work environment.

The loneliness epidemic is not just a social issue. It is a workplace crisis that demands attention. The emotional and psychological toll of loneliness can have far-reaching consequences for both employees and organizations.

By recognizing the importance of social connections at work and implementing strategies to foster engagement and inclusivity, employers can help combat this epidemic and create a healthier, more productive workforce.