Many workers are likely familiar with the feeling of “languishing,” even if they don’t have a specific term for it. Recent research reveals that this sentiment is widespread, affecting the majority rather than just a few.
Oscar Ybarra, a business professor at the University of Illinois Urbana-Champaign, explains that people often confuse languishing with distress or mental illness. However, it’s more about feeling stuck, disengaged, and directionless. Ybarra aimed to understand the pervasive sense of unease employees experience at work, which doesn’t necessarily qualify as mental illness. His initial 2024 survey found that most workers identified as languishing rather than flourishing.
A new survey, conducted by UIUC in collaboration with YouGov, shows that the situation may be worsening. About 61% of the 2,000 respondents reported languishing, up from 57% the previous year. Nearly 18% said they were “severely languishing.” The study found minimal demographic differences, noting that languishing often correlates with high burnout rates.
Ybarra expresses concern over the increase in languishing. “As a researcher, you want consistency, but this consistency indicates that many people are struggling at work,” he says.
Beyond identifying the issue, Ybarra hopes to provide solutions for organizations and employees. He suggests that viewing well-being on a spectrum from languishing to flourishing expands traditional psychological perspectives, especially in the workplace—an area not previously explored in this context. This approach offers numerous opportunities for intervention.
Workplaces with flourishing employees share common traits: high autonomy and strong support from colleagues and managers. The study describes this as an “empowered squad,” where 68% of employees flourish. In contrast, a “muted squad” with high support but low autonomy sees only 42% flourishing.
However, Ybarra cautions that excessive autonomy can lead to isolation, particularly for remote workers.
Overall, the survey suggests that the work environment impacts employee experience more than demographic factors. Companies with strong ethics and accountability also report higher levels of flourishing employees.
Individual employees can adopt strategies to thrive, even without workplace support. Ybarra outlines the “three R’s” for emotional regulation: reframe, reach out, and reset. Reframing involves finding the positive in challenging situations. Reaching out means connecting with family, friends, or colleagues for support, rather than just venting frustrations. Resetting depends on personal preferences, such as exercise or meditation.
“Previous research shows that the more strategies you have, the better,” Ybarra says. “It gives you more options to choose from.”
Given the challenging job market, increasing pressure to adopt AI, and political unrest, strategies to maintain peace of mind are valuable. “Even with a perfect mental toolkit, overwhelming conditions can make it tough,” Ybarra notes. “There will always be stress at work, but with the right support, individuals can better manage it.”