The Psychology of Workplace Loneliness and Its Mental Health Impact

In today’s hyperconnected workplaces, it is entirely possible to feel very lonely. It’s not about being physically isolated; it’s feeling either emotionally or socially disconnected from your coworkers and the broader organisation. The psychological impact of workplace loneliness is considerable: in addition to lower job satisfaction, loneliness impacts mental health, well-being, and short- and long-term functioning. This article will examine how workplace loneliness presents itself, what the mental health implications are, what mediates or moderates its impact, and what we can do to reduce it. 

Read More: The Psychology of Workplace Belonging: Driving Engagement & Productivity in Hybrid Workplaces

How does workplace loneliness show up? 

Loneliness in the workplace can manifest in two areas: emotional loneliness, the absence of a close, trusted connection and social loneliness: a physical separation of companionship or wider social participation (D’Oliveira et al.,2022; Jung et al., 2022). Loneliness can look like withdrawal from participation, reduced engagement in informal discussions, avoidance of teamwork, or relying on work to cope with the feelings of loneliness (Firoz & Chaudhary, 2022). When experiencing loneliness, we may see more psychological detachment (e.g. mental withdrawal from meetings or tasks) and emotional exhaustion, where the energy needed for ubiquitous or social connections is more than the reward (Jung et al., 2022).

Read More: Why Crowded Loneliness Is More Common Than You Think

Psychological Consequences of Workplace Loneliness 

There are several mental health implications of chronic loneliness in the workplace. Lonely employees are more likely to report feeling low, hopelessness, or worry about social challenges in daily work life (Domènech-Abella et al., 2025). Emotional exhaustion (a contributor to burnout) is highly correlated with workplace loneliness, as increased workplace loneliness hinders recovery, depletes emotional resources, and makes stress management more difficult (D’Oliveira et al.,2022; Jung et al., 2022). Subjective well-being decreases, job satisfaction diminishes, feelings of belonging decrease, and there can even be a decrease in a general sense of purpose or sense of identity as it relates to work (Basit and Nauman, 2023). 

Read More: 15 Effective Stress Management Strategies for a Healthier Life

Physical Health & Other Non‑Psychological Consequences 

Work-related loneliness is not just a mental health challenge; it also has physiological and wider life implications: 

1. Research has connected social isolation (which is closely related to loneliness) to poorer cardiovascular health and less effective immune response. (Meese et al., 2024). 
2. There is also evidence that loneliness can worsen sleep quality, increase stress hormones such as cortisol, and increase somatic complaints (e.g. headache, fatigue). 
3. Workplace loneliness usually spills over into private life, demonstrated by conflict at work and home, lower life satisfaction overall, and, in some cases, the use of illicit substances to cope (Domènech-Abella et al., 2025; Firoz & Chaudhary, 2022). 

What Influences the Impact? 

Experiences of loneliness are not all equally detrimental. Research identifies several mediators (factors through which loneliness influences outcomes, such as mediating job satisfaction and engagement. and moderators (factors that influence the strength of the effect) of lonely experiences. For example, work engagement is a mediator of the relationship between loneliness and job dissatisfaction: loneliness typically lowers engagement, which results in subsequent higher dissatisfaction with work (Basit and Nauman, 2023). 

It has been shown that psychological capital (self-efficacy, resilience, positive affectivity, optimism, hope) can buffer, or moderate negative effects—employees with higher psychological capital suffer less with declines in creativity or performance losses. Likewise, individuals with high needs to belong can experience less impact, or different paths for their coping with loneliness (Firoz & Chaudhary, 2022). 

Perceived support from the organisation (and opportunities for meaningful social interaction, sense of belonging, opportunities for professional socialisation, and task interdependence) are among the major organisational characteristics that either exacerbate or help alleviate the outcomes of loneliness (Artar et al., 2024). 

Read More: Improving Workplace Satisfaction, Motivation and Productivity Using Positive Psychology

Intensification Factors of Loneliness at the Workplace 

Some arrangements or contexts increase risk: 

1. Working remotely or in a hybrid manner decreases the potential for informal interactions, resulting in a weaker sense of belonging among coworkers, and increases social isolation (Artar et al., 2024; Meese et al., 2024). 
2. Competitive cultures and workplaces that lack cohesion, teamwork, and peer support.t Cultures increase the likelihood of employees feeling judged, uninvited, or unnoticed, aggravating the loneliness (D’Oliveira et al.,2022; Jung et al., 2022). 
3. Similarly, organisational changes like layoffs or restructuring can disrupt social networks, erode trust among survivors, and heighten feelings of loneliness (Sasaki et al., 2024).

Read More: Remote Work and Mental Health: Navigating Isolation, Role Confusion, and Digital Fatigue 

Mitigating Loneliness In the Workplace 

Individuals and organisations can take action to lessen the psychological burden of loneliness: 

1. Employers can increase perceived organisational support through practices that promote inclusive cultures, mentorship programmes, plan team-building events, and systematically consider remote employees for opportunities for meaningful social connection (Artar et al., 2024; D’Oliveira et al.,2022; Jung et al., 2022). 
2. Redesigning work to increase task interdependence (making people’s work more collaborative and socially embedded) can be helpful, but unless normative behaviours supporting co-worker relationships are encouraged and informal social contact is made possible, it might not be enough (D’Oliveira et al.,2022). 
3. Individuals can take steps to build their psychological capital (resiliency, self-efficacy, optimism), seek social connection, take initiatives to connect with co-workers, and seek support beyond work (Meese et al., 2024; Firoz & Chaudhary, 2022). 

Read More: The “Office Politics” Effect: How Workplace Drama Affects Mental Well-Being 

Conclusion 

Workplace loneliness is a significant, nuanced problem that extends beyond awkward pauses in the breakroom. It is deeply connected to mental health. Acting as a contributor to depression, anxiety, emotional exhaustion, decreased satisfaction, and even declining physical health. 

Importantly, the impact of workplace loneliness is not uniform: the extent of its negative impact on the individual relies on personal characteristics such as psychological capital, organisational culture, and work design. Once loneliness is seen as a legitimate cost of workplace life, organisations can focus on providing interventions, such as increases in social support, developing collaborative spaces and promoting connection with other employees. 

Relying on individuals to build resilience and bridge social network gaps can address the damage of workplace loneliness by identifying relationships and creating community. Allowing workplace loneliness to impact employees and organisational atmosphere simply cannot be viewed as a “nice to have”. Attending to workplace loneliness should be viewed as a main contributor to healthy and productive workplaces. 

FAQs

1. What is the difference between social isolation and loneliness? 

Social isolation refers to the objective state of having few social contacts or interactions. Loneliness is subjective—it’s the emotional feeling of being alone or disconnected, regardless of how many people are around. One can be socially connected but still feel lonely, or be physically isolated but not feel lonely. 

2. Can loneliness at work lead to clinical mental health disorders? 

Yes, prolonged workplace loneliness can increase risk for depression, anxiety disorders, and burnout. While loneliness itself is not a diagnosable mental disorder. Its effects can contribute to developing such conditions, especially when combined with other stressors. Several studies have found associations between work loneliness and depressive symptoms, sleep disturbances, emotional exhaustion, etc. 

3. Are remote and hybrid workers more at risk of workplace loneliness? 

Research indicates that remote and hybrid work arrangements can increase the chances of feeling disconnected, due to fewer opportunities for informal social contact, weaker nonverbal cues, and sometimes less perceived organisational support. However, whether an individual feels lonely also depends on their personality, the company culture, and the available social infrastructure. 

4. What role can managers play in reducing workplace loneliness?

Managers can foster inclusion by promoting trust, facilitating peer support, being visible and accessible, encouraging team interaction (both formal and informal), providing feedback, and ensuring remote employees have equal opportunities to participate and connect. They can also allocate resources to mental health programmes and create safe spaces for people to express feelings of isolation. 

5. How does psychological capital help mitigate the effects of loneliness? 

Psychological capital (often conceptualised as comprising hope, optimism, resilience, and self-efficacy) gives individuals internal resources to cope with adversity. In studies, employees with higher psychological capital suffer less reduction in creative performance. Or withdrawal behaviours in response to loneliness, because they are better able to adapt cognitively and emotionally. 

6. Can workplace loneliness affect physical health, not just mental health? 

Yes. Prolonged loneliness is linked to stress physiological responses (elevated cortisol, inflammation), impaired immunity, higher risk of cardiovascular disease and worse sleep quality. These effects can raise the risk for morbidity and even mortality. 

References +

Artar, M., & Erdil, O. (2024). Navigating the new normal: How workplace isolation impacted teleworkers’ psychological well-being in COVID-19? The roles of perceived organisational support and job insecurity. Work, 79(3), 1291–1306. https://doi.org/10.3233/wor-230580 

Basit, A. A., & Nauman, S. (2023). How workplace loneliness harms employee well-being: A moderated mediational model. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.1086346 

D’Oliveira, T. C., & Persico, L. (2022). Workplace isolation, loneliness and wellbeing at work: The mediating role of task interdependence and supportive behaviours. Applied Ergonomics, 106, 103894. https://doi.org/10.1016/j.apergo.2022.103894 

Domènech-Abella, J., Mundó, J., Haro, J. M., & Muntaner, C. (2025). Workplace and non-workplace loneliness: a cross-sectional comparative study on risk factors and impacts on absenteeism and mental health among employees in Spain. Social Psychiatry and Psychiatric Epidemiology. https://doi.org/10.1007/s00127-025-02899-z 

Firoz, M., & Chaudhary, R. (2021). The impact of workplace loneliness on employee outcomes: what role does psychological capital play? Personnel Review, 51(4), 1221–1247. https://doi.org/10.1108/pr-03-2020-0200

Jung, Y., Jung, H., & Yoon, H. (2022). The effects of workplace loneliness on the psychological detachment and emotional exhaustion of hotel employees. International Journal of Environmental Research and Public Health, 19(9), 5228. https://doi.org/10.3390/ijerph19095228 

Meese, K. A., Boitet, L. M., Sweeney, K. L., & Rogers, D. A. (2024). Perceived stress from social isolation or loneliness among clinical and non-clinical healthcare workers during COVID-19. BMC Public Health, 24(1). https://doi.org/10.1186/s12889-024-18363-7 

Sasaki, N., Kuroda, R., Tsuno, K., Imamura, K., Eguchi, H., Shimazu, A., & Kawakami, N. (2024). Loneliness without distress, chosen isolation (solitude) at the workplace, and mental health and job performance: a cross-sectional study of Japanese employees. Industrial Health, 62(4), 265–270. https://doi.org/10.2486/indhealth.2023-0181 

Seppälä, E., & King, M. (2017, August 8). Having Work Friends Can Be Tricky, but It’s Worth It. Harvard Business Review. https://hbr.org/2017/08/having-work-friends-can-be-tricky-b ut-its-worth-it

Thayer, C., & Anderson, G. O. (2018). Loneliness and Social Connections: A national survey of adults 45 and older. https://doi.org/10.26419/res.00246.001