Leaders with close family networks are less likely to let feelings of loneliness at work spill over into their home lives, according to new research.
Having close family connections gives leaders a sense of belonging and emotional support. The researchers say these ties act like a safety net, helping them deal with stressful work situations.
The research, conducted by Professors Olga Epitropaki, Janey Zheng, Karolina Neiberle, and Keing Yang, alongside Professor Michelle Hammond, comprised two separate studies.
The first interviewed over 170 managers every day for more than 1,000 workdays, generating over 4,000 daily observations. The second interviewed 185 managers about their experiences of loneliness at work.
These investigations revealed that on days when leaders felt lonelier than usual, they were more likely to withdraw from tasks and reduce engagement with their employees. Even short-term periods of loneliness reduced leadership engagement, including both task and relationship withdrawal from employees.
The effects did not end in the office. Leaders who experienced loneliness at work were more likely to distance themselves from family members, reinforcing feelings of isolation and harming both professional and personal relationships.
However, those with strong family ties were far less likely to let work-related loneliness spill over into home life, demonstrating the protective effect of family identity on mitigating the impact of loneliness.
Professor Epitropaki says the findings offer an important reminder of the pressures leaders face beyond their formal responsibilities.
“Loneliness is often overlooked, but it can quietly undermine both work and home life. Leaders who cultivate strong family connections are better able to stay engaged and resilient” she says.
The team highlights several steps leaders and employers can take to help address loneliness. Leaders are encouraged to actively nurture relationships outside work, while organisations can introduce or strengthen family-friendly policies, flexible working options, and peer-support networks that allow leaders to share experiences and coping strategies.
By recognising and addressing loneliness in leadership roles organisations can not only act to protect the personal wellbeing of their staff, but also enhance team performance, engagement, and retention as a result, the researchers state.
With loneliness among senior leaders prevalent, studies suggest one in three UK leaders report feeling lonely often or always, this study underscores the importance of family identity as a protective factor and offers actionable insights for sustaining effective leadership in high-pressure environments.
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