Despite decades of organizational investment in employee engagement and diversity initiatives, workforce well-being continues to struggle. A new framework emerging from recent academic research suggests that the missing link in modern workplace culture is not merely inclusion, but a deeper sense of belonging. According to researchers Crawford, Riggio, Newstead, Allen, and Baumeister, while many workers are technically included in meetings and decision-making processes, they often lack the psychological foundation that makes them feel they truly belong to the organization. [1]
The authors argue in their 2026 paper, published in the Journal of Leadership & Organizational Studies, that organizations have largely ignored the psychological need to belong in their quest for engagement. Being present in a meeting or having a seat at the table is a procedural form of inclusion, but it does not automatically generate the emotional security required for employees to thrive. Without this fundamental sense of belonging, even highly engaged employees may experience significant stress and low well-being. [1]
To address this gap, the researchers propose a tripartite model of workplace belonging. The first dimension is 'Belonging with People,' which focuses on building mutually supportive interpersonal relationships. This goes beyond surface-level networking or polite office interactions. It requires meaningful exchanges characterized by mutual acceptance, genuine concern, and depth. In this context, social activities and structured peer mentoring programs are seen as vital tools for fostering these connections. [1]
The second dimension is 'Belonging as an Individual,' which centers on social identity. Employees need to feel that their professional identities align with the team or organization. [1]
The third pillar is 'Belonging to a Place.' Humans naturally form attachments to physical environments through shared experiences, relationships, and memories. Merely sharing an office space or a remote server does not create this bond. Instead, the organization must facilitate shared experiences within these environments. Whether in a physical office or a digital workspace, the quality of interactions and the creation of shared history are what transform a location into a place where individuals feel they belong. [1]
For leaders and organizations aiming to implement these findings, the researchers suggest several actionable strategies. First, companies should help build genuine relationships by moving beyond casual social events to create opportunities for deeper connection. One effective method cited is allowing employees to share personal life-history stories, which can bridge gaps between backgrounds and foster empathy. Additionally, designing workplaces for connection involves providing structures for informal lunches, professional learning circles, and shared-interest groups. [1]
Second, organizations are urged to investigate and map their internal dynamics regarding belonging. By analyzing metadata from digital collaboration tools, leaders can identify who is excluded from informal communication loops or who sits on the periphery of digital networks. Spotting these patterns of exclusion in real-time allows for intervention before it results in widespread disengagement or poor mental health. [1]
Third, setting up cross-support mechanisms is critical. The researchers recommend establishing cross-departmental peer-coaching groups, particularly for managers. These groups should be separate from formal performance reviews to ensure that support is unedited and genuine. This structure allows professionals to navigate challenges and uncertainties without the pressure of hierarchical evaluation. [1]
Furthermore, the framework emphasizes assessing members' feelings of belonging directly. Simple interventions such as brief surveys, interviews, or focused discussion groups can reveal whether specific individuals or groups feel left out. This data serves as a starting point for creating targeted programs designed to make employees feel more connected and heard. [1]
Finally, the study highlights a crucial often-overlooked aspect: leaders themselves need to feel they belong. Executive and managerial roles can be incredibly isolating. By creating peer support groups specifically for leaders, organizations can help senior staff manage the unique pressures of their positions. Just as with regular employees, leaders require deep relationships and mutual support to maintain their own well-being and effectiveness. [1]
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