A wave of new research is shining a spotlight on an under-recognised workplace epidemic: the loneliness of leaders. Recent findings from the Annecy Behavioral Science Lab, as reported in a compelling account in Psychology Today, reveal that as individuals ascend the ranks to leadership positions, they often find themselves increasingly isolated — a burden that has both emotional and organisational consequences. This issue is especially urgent amid Thailand’s evolving corporate and public sectors, where expectations of resilience and unwavering confidence remain deeply ingrained.
While the classic image of a leader is one of unflappable strength and independence, emerging evidence paints a far more complex and human picture. Accounts from the Annecy Behavioral Science Lab detail stories like that of a construction site supervisor — outwardly capable but inwardly overwhelmed by isolation — who described her struggles to find connection while managing remote teams and navigating male-dominated environments. Her experience encapsulates what researchers describe as “compounded disconnection”: the intertwining of professional isolation with social exclusion, often intensified for those from underrepresented groups. As the study’s authors underscore, “The higher you climb, the lonelier it gets” (Psychology Today).
For Thai readers, this phenomenon resonates on several levels. In a society where hierarchical respect and face-saving behaviours are paramount, leaders — from school principals and hospital administrators to corporate executives and civil servants — may find it even more difficult to admit vulnerability or seek support. When leaders internalise stress, suppress concerns for fear of appearing weak, or communicate distress only in operational terms (such as increased workload rather than emotional need), the system often fails to respond. The result: declining decision-making quality, heightened stress, eroded team relationships, and ultimately, costly turnover as valuable leaders resign due to preventable isolation.
The global research, including a re-analysis of data from the US Surgeon General’s report on social isolation, stresses that workplace factors such as long hours, insufficient social infrastructure, and physically isolating environments are systematic drivers of disconnection (US Surgeon General, 2023). For leaders, the stakes are uniquely high. The inability to confide or share doubts can blunt the very skills required for effective leadership: reading team dynamics, making sound decisions, and fostering innovation.
Psychological safety — the sense that one can express oneself openly without fear of ridicule or punishment — emerges as a vital antidote. Yet for many leaders, admitting to loneliness or stress remains taboo. As observed by Phil McAuliffe from HUMANS:CONNECTING, those in charge often repackage emotional distress as logistical or operational requests, hoping for support without having to reveal deeper vulnerability. This “language of loneliness,” as described in the research, often goes unrecognised by organisations focused on surface-level metrics.
Notably, the costs of unaddressed leadership loneliness extend far beyond the individual. Organisational turnover is both frequent and expensive: replacing a skilled leader can cost 150-200% of annual salary, not including intangible losses like knowledge, cultural continuity, and morale. For Thai organisations, where leadership is central to maintaining harmony and face, the quiet loss of leaders due to isolation is particularly destabilising (Harvard Business Review). And with Thailand striving to compete in the global knowledge economy, especially in education and healthcare sectors, supporting leaders’ well-being becomes a strategic imperative.
Expert opinions reinforce this message. Researchers at Annecy Behavioral Science Lab emphasise three “pillars of connection”: to self, to trusted individuals, and to community. When any pillar collapses — as when leaders mask their true selves for too long — creativity and resilience falter. “Productivity and well-being aren’t competing priorities,” the researchers note. “They’re mutually reinforcing.” In other words, the road to organisational excellence is paved with genuine human connection.
Within Thai culture, where khwam samruam (reserve) and mai pen rai (it’s okay) attitudes may discourage open expression of distress, the risk is that leaders suffer in silence. Compounding this is the pressure on women and minorities in leadership roles, who often face both professional and social barriers to belonging — a finding echoed in international studies as well as many Thai workplaces (The Standard).
Looking to the future, the call is for “connection-aware” organisations equipped with practical tools to prevent and address leadership loneliness. This includes training managers to distinguish between operational and emotional needs, fostering psychologically safe environments, and designing structures that support both belonging and excellence. In Thailand’s diverse organisational landscape — from innovative SMEs to traditional public institutions — the challenge will be to create pathways for authentic conversation and proactive check-ins, even amid the pressures of rapid change and competition.
For those experiencing leadership loneliness, the message is clear: the symptoms of exhaustion, demotivation, or feeling “invisible” are not personal failings, but legitimate responses to structural problems. Seeking connection — whether through peer networks, mentorship, or facilitated discussion — should be viewed not as a luxury, but as a fundamental right and necessity for good leadership (World Economic Forum). For managers and HR professionals, investing time in human connection is not a distraction from productivity, but an enabler of innovation and retention.
Examples of best practices are emerging even within the region. Several Thai companies have piloted mentorship schemes, peer-support circles, and leadership retreats designed to break through the “mask of competence” and build genuine camaraderie. International models, such as Google’s Project Aristotle, have documented the direct link between psychological safety and team success (Google re:Work). Locally, educational and healthcare institutions can adapt these approaches, recognising that the well-being of principals and directors ripples out to teachers, staff, and communities.
Ultimately, the societal cost of ignoring leadership loneliness is measured not just in resignation and replacement, but in lost potential, stunted innovation, and weakened collective resilience. As Thailand continues its trajectory towards a more digital, interconnected, and dynamic future, the lesson is to invest in the human infrastructure of connection as seriously as in technology and process.
For Thai readers — whether in leadership roles or working under their guidance — the opportunity is to ask new questions: How can workplaces become safer places to admit struggle? What practical changes can be made to ensure that no leader, educator, or manager has to choose between professional success and personal well-being? And how can cultural values of harmony be harnessed not to silence vulnerability, but to create supportive communities where every voice is heard?
For anyone feeling isolated at the top, consider reaching out to support groups, mental health professionals, or trusted colleagues. For organisations, prioritise regular, genuine check-ins and consider implementing structured peer-support initiatives. Only by making connection a core part of workplace infrastructure can the loneliness epidemic be reversed — benefitting not just leaders, but everyone who depends on them.
Source: Psychology Today, US Surgeon General, Harvard Business Review, World Economic Forum, The Standard, Google re:Work.