Purpose This study aims to identify existing literature and the current evidence of leadership behaviour in preventing and reducing workplace loneliness and social isolation in healthcare. Design/methodology/approach A scoping review was conducted following the Joanna Briggs Institute methodology. In January 2025, 6,600 studies were screened after being retrieved from seven databases (CINAHL, Ovid Medline, ProQuest, Scopus, Web of Science, Finnish database Medic and MedNar). Five independent reviewers screened studies according to the inclusion criteria. Published and unpublished studies in English, German, Finnish and Swedish with no time limit were included. Data were synthesised using thematic analysis. Findings A total of 16 studies published between 2000 and 2025 were included, and four themes in leadership behaviour in preventing and reducing workplace loneliness were identified: seeing the person as a human being, strengthening the sense of belonging, fostering interpersonal relations and enhancing sustainable working conditions. Practical implications The results can inform the development of human-centred leadership, emphasising the importance of each professional’s contribution and the well-being of work communities to enhance professional retention. Leaders must identify their responsibilities and significant roles, as well as the training and systematic support needed to manage demanding leadership tasks. Originality/value Healthcare leaders can significantly reduce and prevent workplace loneliness and social isolation. By highlighting individuals’ meaningfulness and contributions, supporting relationships within work communities, and promoting sustainable working conditions, leaders can enhance employees’ sense of value and belonging within the organisation.
Kanste et al. (2026) studied this question.