A sweeping new scholarly review brings much-needed clarity to what many employees quietly experience each day: a persistent sense of loneliness at work. Published in the Journal of Management, the paper draws together decades of academic inquiry to examine why modern workplaces, despite being busy and socially dense, can still leave people feeling profoundly disconnected. By analysing 233 empirical studies, researchers from Portland State University map the organisational conditions that fuel this problem and outline realistic, evidence-based ways for employers and workers alike to rebuild meaningful connections.

Central to the review is a crucial distinction that is often overlooked in everyday conversations about work culture. Loneliness, the authors stress, is not the same as social isolation. Isolation refers to an objective lack of contact with others, whereas loneliness is a subjective emotional state rooted in the perception that one’s relationships are inadequate or unsatisfying. This means an employee can be surrounded by colleagues, meetings, and digital messages, yet still feel unseen, unsupported, and emotionally alone. In many contemporary offices, physical proximity has increased while genuine relational depth has quietly eroded.

The researchers argue that this disconnect should not be framed as an individual failing or a private emotional weakness. Instead, they position loneliness as a systemic organisational issue with clear implications for performance, health, and long-term sustainability. As Berrin Erdogan, a professor of management involved in the work, explains, the strong link between workplace design and loneliness means businesses have both the responsibility and the opportunity to address the issue directly. By rethinking how jobs are structured and how people relate to one another at work, organisations can actively promote relational wellbeing rather than leaving it to chance.

One of the most compelling insights in the review likens loneliness to hunger. In its temporary form, loneliness serves a useful biological purpose, signalling a need for social connection in much the same way hunger signals a need for food. This mild discomfort can motivate people to reach out, collaborate, or strengthen bonds. Problems arise, however, when loneliness becomes chronic. Prolonged feelings of disconnection are associated with poorer emotional regulation, reduced cognitive functioning, and declining mental health, all of which can undermine both individual wellbeing and organisational effectiveness.

The review also highlights what the authors describe as an employment paradox. On the whole, being employed tends to protect against loneliness, with unemployed or retired individuals reporting higher average levels of disconnection. Yet not all jobs offer this protective effect. Roles characterised by high pressure, limited autonomy, and weak managerial support significantly increase the risk of loneliness. Particularly striking is the finding that loneliness can spread through leadership: managers who feel isolated are often less effective and, in turn, negatively influence the wellbeing of their teams, creating a ripple effect throughout the organisation.

Despite the scale of the problem, the authors strike a cautiously optimistic tone when it comes to solutions. They note that work has the potential to be either a refuge from loneliness or a primary source of it, depending on how it is organised. Promising interventions include organisational investment in stress-management training, opportunities to build social and interpersonal skills, and cultures that value psychological safety. On an individual level, practices such as mindfulness and engagement in volunteering have shown potential in alleviating chronic loneliness. Together, these findings suggest that workplace loneliness is neither inevitable nor irreversible, but something that can be addressed through thoughtful, deliberate action.

More information: Julie M. McCarthy et al, All the Lonely People: An Integrated Review and Research Agenda on Work and Loneliness, Journal of Management. DOI: 10.1177/01492063241313320

Journal information: Journal of Management Provided by Portland State University