‘Workplace fawning’ rises among Gen Z, often mistaken for team spirit
ENGLAND, UNITED KINGDOM — A subtle but significant trend is emerging in global workplaces—the rise of “workplace fawning.”
Notably prevalent among Gen Z employees, this behavior appears to mimic teamwork or positivity but actually masks deeper concerns about psychological safety and well-being.
Chris Britton, People Experience Director at Reward Gateway, explained on Onrec, “There is a fourth type of survival response, and it’s a growing [behavioral] trend among Gen Z. Known as ‘fawning,’ this type of [behavior] is described by experts as a ‘learned adaptation to a hyper-connected, high-stakes social environment’.”
Fawning goes beyond ordinary collegiality. According to Britton, while older generations are familiar with responses like fight, flight, or freeze, Gen Z is defined by an adaptation driven by digital upbringing—excessive people-pleasing, avoiding conflict, and seeking validation both online and off.
Britton notes that Gen Z employees are “highly focused on building a positive online persona. They’re well aware that behaving in certain ways is more likely to encourage ‘likes’ and increase their number of followers.”
Mistaking people-pleasing for teamwork
HR leaders may misinterpret fawning as genuine team spirit. Warning signs include employees:
- excessively agreeing with all ideas in meetings, even contradictory ones
- consistently taking on extra work despite a lack of capacity
- frequently staying late or working outside of office hours
- constantly seeking reassurance on all work contributions.”
The consequences can be severe: burnout, unhealthy work habits, and a culture where genuine collaboration is stifled by anxiety.
Research by Reward Gateway shows a worrying disconnect—“51 percent of HR professionals believe employees feel safe confiding in them but only 42 percent of employees feel this way.”
In workplaces lacking psychological safety, employees often feel “[unrecognized] and anxious, unsure where to seek support.” This can eventually lead to higher burnout rates: “Burnt-out workers are also 63 percent more likely to take sick days and nearly three times as likely to be looking for another job.”
Building a healthier workplace culture
Chris Britton urges leaders to “invite differing opinions in meetings and that candid, constructive feedback is praised, not just agreement.”
Employees need to feel empowered “to push back and say ‘no’ to additional work or projects if they do not have capacity for them, without worrying about negative consequences.”
The path forward, Britton contends, starts with “honesty, respect and vulnerability” at the leadership level.
