In today’s fast-paced work environment, putting in extra hours is often seen as a badge of honor. Employees who stay late, answer emails at midnight, and work through weekends are frequently praised for their dedication. However, when working long hours becomes a compulsive habit rather than a choice, it shifts from being productive to being problematic. This is where workaholism comes in—a pattern of excessive work that isn’t just about ambition but about an inability to stop working, often at the expense of health, relationships, and even job performance.
Unlike work engagement, which is fueled by passion and energy, workaholism is driven by an inner pressure to work, even when it’s not necessary. Research shows that workaholics tend to experience more stress, exhaustion, and job dissatisfaction than their engaged counterparts (Schaufeli et al., 2009). More importantly, their work habits can have a significant impact on workplace dynamics and interpersonal relationships.
How Workaholism Affects Workplace Relationships
1. Teamwork and Collaboration Suffer
Workaholics often have a hard time trusting others to do their share of the work. They may prefer to do everything themselves, believing that delegating tasks will lead to mistakes or slow things down. This not only creates bottlenecks in workflow but also alienates colleagues who feel left out or unappreciated (Van Wijhe et al., 2010).
Additionally, workaholics tend to impose their own high standards on others, making collaboration difficult. A manager who is a workaholic might expect employees to answer emails at all hours or criticize team members for taking breaks. Over time, this creates a toxic environment where employees feel overworked, undervalued, and stressed.
2. Communication Becomes Transactional
One of the biggest casualties of workaholism is genuine workplace communication. Workaholic employees are often so focused on tasks that they view conversations as interruptions rather than opportunities for connection. Their interactions tend to be short, task-driven, and lacking warmth, making it difficult to build strong professional relationships (Ng et al., 2007).
A healthy workplace thrives on open dialogue, constructive feedback, and mutual support. When workaholics prioritize efficiency over interpersonal connection, it erodes psychological safety—the feeling that one can speak up without fear of punishment or embarrassment. As a result, employees may hesitate to share ideas, ask for help, or voice concerns, ultimately stifling innovation and teamwork (Gorgievski & Bakker, 2010).
3. Workaholic Culture Breeds Burnout
Organizations that glorify overworking unknowingly encourage workaholism. When staying late is praised and taking breaks is frowned upon, employees feel pressured to follow suit. Research shows that in work environments where workaholism is common, employees report higher levels of stress, job dissatisfaction, and turnover intentions (Clark et al., 2016).
Over time, this creates a cycle where burnout becomes inevitable. Employees feel exhausted, disengaged, and emotionally drained. Ironically, workaholics themselves often suffer the most—despite their excessive efforts, they are more prone to burnout and lower job performance than employees with a healthy work-life balance (Shimazu et al., 2015).
Breaking the Workaholism Cycle
While hard work is valuable, organizations need to recognize the difference between healthy dedication and destructive workaholism. Here are some ways to foster a healthier work culture:
- Encourage Work-Life Balance: Companies should actively promote a culture where employees feel comfortable disconnecting after work hours. Policies like no-email rules after a certain time or encouraging employees to take vacations without guilt can help.
- Train Leaders to Model Healthy Behavior: Managers play a crucial role in setting workplace norms. When leaders set boundaries—such as leaving work on time or taking breaks—it signals to employees that it’s okay to do the same.
- Normalize Taking Breaks: Encouraging employees to step away from their desks, engage in non-work conversations, and prioritize mental well-being can improve overall productivity and morale.
Final Thoughts
Workaholism is often mistaken for ambition, but the reality is far less glamorous. It leads to strained relationships, poor teamwork, and ultimately, burnout. Organizations that want to foster a productive and engaged workforce must recognize the dangers of excessive work and create a culture that values well-being just as much as performance. After all, sustainable success isn’t about working the most hours—it’s about working smart, together, and in a way that allows everyone to thrive.
References
- Clark, M. A., Michel, J. S., Zhdanova, L., Pui, S. Y., & Baltes, B. B. (2016). All work and no play? A meta-analytic examination of the correlates and outcomes of workaholism. Journal of Management, 42(7), 1836–1873.
- Gorgievski, M. J., & Bakker, A. B. (2010). Passion for work: Work engagement versus workaholism. Psychological Inquiry, 21(4), 175-187.
- Hu, Q., Schaufeli, W. B., & Taris, T. W. (2014). The job demands-resources model: An analysis of additive and joint effects of demands and resources. Journal of Vocational Behavior, 85(1), 81-88.
- Mazzetti, G., Schaufeli, W. B., & Guglielmi, D. (2016). Are workaholics born or made? Exploring the role of workaholism antecedents. International Journal of Stress Management, 23(2), 153-172.
- Ng, T. W., Sorensen, K. L., & Feldman, D. C. (2007). Dimensions, antecedents, and consequences of workaholism: A conceptual integration and extension. Journal of Organizational Behavior, 28(1), 111-136.
- Schaufeli, W. B., Taris, T. W., & Bakker, A. B. (2009). It takes two to tango: Workaholism is working excessively and working compulsively. The Journal of Industrial Psychology, 35(1), 204-213.
- Shimazu, A., Schaufeli, W. B., Kamiyama, K., & Kawakami, N. (2015). Workaholism vs. work engagement: The two different predictors of future well-being and performance. International Journal of Behavioral Medicine, 22(1), 18-23.
- Van Wijhe, C., Peeters, M., & Schaufeli, W. (2010). Understanding workaholism and its outcomes: The role of self-undermining behavior. Career Development International, 15(2), 180-194.
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