Could your boss be lonely? Here’s why it matters more than you might think

Loneliness is the pain we feel when our social connections fall short of fulfilling our needs. At its core, it reflects a fundamental human need: to feel close to and connected with others. But it is also often an invisible experience.

Loneliness^[1] is not just a personal issue. It is also a workplace one. Gallup’s 2025 global workplace report^[2] showed that 22% of employees felt lonely on their previous workday. Managers weren’t immune either: 23% of them reported feeling lonely.

Workplace loneliness can affect anyone and can quietly damage engagement, wellbeing and performance. For leaders, the stakes are high. When they experience loneliness, it can subtly shape how they interact with their teams. They may communicate less openly, avoid feedback or appear withdrawn. A lonely leader influences their entire workplace environment, shaping team dynamics, morale and performance.

With our colleagues, Michelle Hammond (Oakland University) and Keming Yang (Durham University), we have studied loneliness in the workplace^[3] and found that managers might feel lonely due to the demands of their role and the things they experience during the workday. These things can vary from day to day.

As managers move up the hierarchy, their status and responsibilities increase, which can create distance from both their team members and peers. Building connections depends on being able to show vulnerability. But daily pressures, tough decisions and confidentiality constraints often make it difficult for managers to open up. As a result, their need for social connection can go unmet on some days, while on other days they may feel engaged and well connected.

Our research looked at the consequences of short-term loneliness among leaders. In two independent studies with UK managers, we found that fluctuations in their loneliness levels had implications for how they approached leadership.

On days or in situations when managers felt lonely, they engaged less with their work (this could be spending time on matters unrelated to work or letting others do their tasks) and lower levels of engagement with their team members (avoiding their employees, for instance).

The consequences of short-term loneliness for managers did not stop at the end of the workday. After a day in which they felt lonely, managers distanced themselves more from others in the evening. This created a loop that perpetuated loneliness into the next workday, and it helps to explain why managers sometimes feel lonely for extended periods.

But our research uncovered a key resource outside of work that helped managers mitigate the consequences of loneliness and stopped it from affecting them for a longer period. This centred on how important their relationships with family and friends were in their life – something we called “family identity salience”.

Managers who placed greater value on their family and social connections were better able to switch off from work in the evenings, and loneliness from their workday did not spill over into their home life. Loneliness still affected their leadership at work, but it didn’t lead them to withdraw socially at home. As a result, they were able to start the next workday with a clean slate.

This “family identity salience” motivates managers to create protective boundaries between their daily work and home domains. It helps them shift out of work mode and reconnect with their friends and families after work – especially important on tough days.

Although managers’ loneliness has the greatest implications for the health of the workplace overall, anyone can feel lonely at work sometimes, whether or not they are a manager.

It may be helpful for workers to explore which experiences and situations make them feel lonely. They could also consider the situations when their manager might feel lonely. On the other hand, some situations might make them feel close to others, including managers. Talking to peers and sharing experiences can help to raise awareness of the issue.

To prevent occasional loneliness, workers could make themselves (and others) aware of the networks and groups that offer connection. These could be immediate team members, peers, (senior) managers, colleagues in other departments or external partners. They should think about what connects them with each of these groups and the steps they can take to strengthen their connection with them.

In addition to workplace networks, employees should invest in their relationships outside work. They can remind themselves why these relationships matter, and keep family and social goals visible (with photos, reminders or personal notes) to reinforce a sense of identity beyond work. The energy and support resources that people gain from time with friends and family outside work can unlock benefits in the professional sphere too.

Workers can also take steps to sustain and expand their relationships outside of work. For example, they might be the one who arranges dates, phone calls and shared activities with the people they value.

The best way for people to shield themselves from workplace loneliness is by not placing all their eggs in their “work basket”. Building resilience by nourishing and investing in interests and connections to places and people is a good way to celebrate all the facets of what makes us human.

References

1. ^{^} Loneliness (theconversation.com)
2. ^{^} global workplace report (www.gallup.com)
3. ^{^} loneliness in the workplace (durham-repository.worktribe.com)
4. ^{^} Khakimullin Aleksandr/Shutterstock (www.shutterstock.com)