Workaholism: when love for work becomes dangerous

Author: Ugnė Juodytė, psychologist, burnout prevention expert, author of the book “Perdegimo anatomija" (The Anatomy of Burnout). Published: 2026-08-02. Updated: 2026-08-02.

Short answer: workaholism is not a heavy workload but a compulsive relationship with work driven by inner tension: a person works more than is needed or useful, cannot stop even when they could, and feels anxiety and guilt when not working. The difference from passion for work is simple – passion comes from wanting and leaves energy behind, workaholism comes from “I must" and consumes energy. Workaholism is one of the strongest risk factors for burnout, insomnia and relationship problems, so it is important to recognise it before the body forces a stop.

What is workaholism and how does it differ from being hard-working?

A hard-working person works a lot but can stop: once the work is done they switch off, rest and feel satisfied. A workaholic cannot stop, because work also serves another function – it soothes anxiety, maintains a sense of worth, and helps avoid uncomfortable feelings or topics.

In research, workaholism is defined through four features: an uncontrollable inner drive to work, thinking about work in free time, anxiety or irritability when working is not possible, and increasing the amount of work despite negative consequences for health or relationships. It is the compulsion, not the number of hours, that is the key criterion.

How to recognise workaholism: signs

• It is hard to end the working day even when tasks are done; there is always “one more" small thing.
• Free time without tasks feels uncomfortable: holidays, weekends and evenings bring anxiety or boredom.
• The phone is checked immediately on waking and before sleep; work messages are answered in the evenings and at weekends.
• Self-worth depends almost entirely on achievement: a day without productivity feels “worthless".
• Loved ones regularly say you are not present, even when you are physically there.
• Health signals (insomnia, digestive problems, tension) are ignored or postponed until “after this project".
• Delegating is difficult because “it is faster if I do it myself" – and so the workload keeps growing.

If you recognise four or more of these and it has lasted for months, it is worth discussing the topic with a specialist.

Why does workaholism develop?

Rarely because of career ambition alone. Usually several causes combine.

Early experience and conditions of worth. If love and recognition in childhood were tied to achievement, the belief forms that “I am valuable when I am useful". Work becomes a constant proof of worth.

Anxiety regulation. Work provides structure, a sense of control and quick satisfaction. Tasks soothe anxiety more effectively than silence, so the brain learns: anxious – work.

Avoidance. Intense work makes it possible not to meet difficult topics: relationship problems, grief, a sense of emptiness.

Culture and organisation. When overwork is publicly praised as dedication and managers send emails at midnight, workaholism becomes the norm. Whatever culture we create becomes the standard.

What does workaholism cost?

For a long time workaholism looks profitable: results, praise, career progress. The cost arrives later and usually from several directions at once.

Health. Insomnia, high blood pressure, digestive and immune problems, increased cardiovascular risk, symptoms of anxiety and depression.

Quality of work. Compulsive work is not the same as productive work. Long hours increase errors and reduce creativity and decision quality – productivity falls even though hours rise.

Relationships. Loved ones get the leftovers of a tired person. Over time distance and loneliness develop, which are then compensated with more work.

Burnout risk. Workaholism is one of the most direct paths to burnout, because recovery is systematically postponed. Burnout does not appear overnight – it grows in stages, and workaholism accelerates that path.

What to do if you recognise yourself?

1. Name the function, not just the symptom. Write down what happens when you are not working: which feelings and thoughts appear. That is the answer to what work helps you avoid or regulate.

2. Introduce one firm time boundary. For example: after 8 p.m. I do not reply to work messages. One boundary held consistently changes more than ten promises.

3. Schedule non-work activities like meetings. Non-work time survives only when it has a specific place and content in the calendar.

4. Practise being without a task. Start with 15 minutes without a phone and without a goal. It will feel uncomfortable at first – that is normal, and exactly where the compulsion shows.

5. Separate self-worth from productivity. A practice: at the end of the day write down one thing that was valuable and unrelated to achievement.

6. Seek help if boundaries do not hold. When workaholism is tied to deeper beliefs about worth, psychotherapy is more effective than another time-management system.

What can a manager do?

A manager either reinforces or reduces workaholism through their own example. What works in practice: not writing to the team in the evenings and at weekends, not glorifying overwork in meetings, valuing results rather than hours, stating priorities clearly, and actively making sure holidays are actually taken. When overwork stops being a status symbol, burnout cases in the team decrease too.

Frequently asked questions

Is workaholism an official diagnosis? No, there is no separate workaholism diagnosis in ICD-11 or DSM-5. It is a well-researched behavioural-addiction-type phenomenon assessed with questionnaires, with measurable health consequences.

How do I know whether I just love my job or it is workaholism? The question is not “how much do I work?" but “can I stop?". If you can spend a free day without anxiety and guilt, it is most likely passion for work. If stopping becomes hard to bear, that is a sign of compulsion.

Can workaholism end in burnout? Yes, and it is one of the most common paths, because constantly postponed recovery is the core mechanism of burnout.

Is it possible to work a lot and not burn out? It is, if the workload alternates with real recovery, the work has meaning and autonomy, and a person's worth does not depend on results alone.

Where do I start today? With one boundary you will genuinely hold for a week, and 15 minutes of time without a task. A small but consistent change works better than a radical plan that collapses in three days.

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About the author. Ugnė Juodytė is a psychologist, burnout prevention expert, author of the book “Perdegimo anatomija" (The Anatomy of Burnout). For over 20 years, she has worked individually with clients and organizations, conducting training and lectures on burnout, exhaustion, and stress management. She is a Gestalt psychotherapy practitioner and a member of the Lithuanian Psychological Association, the Lithuanian Trauma Association, and the Lithuanian Mindfulness-Based Psychology Association.