During a recent visit to Copenhagen, Denmark, I found myself in a quiet corner of its historical old center, pondering a question that rarely makes it into corporate boardrooms: Are we happy at work?
I was at the Happiness Museum, a one-of-a-kind interactive space curated by the Happiness Research Institute in the basement of an 18th-century building, surrounded by images of smiling monks, figures of global rankings, and even graphs of dopamine pathways.
The Global State of Happiness: It’s Complicated
The first exhibit that greets visitors explains how Scandinavian countries consistently top the World Happiness Report. The United States, currently ranked 24th, slipped one spot from 2024. Meanwhile, Mexico cracked the top 10 for the first time since the report’s inception in 2012—the year America peaked at 11th place.
The irony isn’t lost: the U.S. is one of the world’s most economically successful nations. So why the drop in happiness? Researchers point to the Easterlin Paradox—after a certain threshold, increases in wealth no longer translate to greater happiness. Countries like Denmark score higher not because they work harder, but because they work better—fueled by high trust, social equality, and work-life balance.
The Science (and Economics) of Happiness at Work
Happiness has evolved from being viewed as a philosophical virtue to a serious scientific discipline. Published research on happiness surged from 193,000 papers in the 1980s to over 900,000 in the last decade alone. People are actively seeking insights into living more fulfilling lives—for instance, Yale’s flagship happiness course has become the most popular in its 300-year history, with nearly one-quarter of undergraduates enrolling and millions more accessing it online.
But what about happiness at work? Even by conservative estimates, we spend a third of our lives working. Research by Nobel laureate Daniel Kahneman shows that, of all daily activities, “work” ranks among the least enjoyable. Latest Gallup data is even more sobering with alarmingly low global work engagement costing the world $8.8 trillion, or 9% of global GDP.
Yet there is strong research evidence that happiness at work pays off. According to the World Happiness Foundation’s 2025 report, happy employees are more productive, less likely to quit, and more resilient. Perhaps most importantly, the report reinforces the “manager effect”—the idea that leaders play a direct role in driving innovation, retention, and team cohesion.
Happiness matters at work and yet it is elusive in most workplaces. Leaders often default to metrics—like productivity, output, or quarterly goals— while overlooking what truly fuels sustained performance: how people feel. What if leaders invest in making work meaningful, help employee find purpose and improve their sense of belonging? Happiness does not have to a fluffy feel good notion. It can help develop an engaged and a productive workforce. Science shows that it’s measurable, evidence-based, and most importantly actionable.
Good News: Happiness Doesn’t Have to Cost a Thing
Despite what corporate wellness catalogs might suggest, workplace happiness doesn’t require lavish retreats or costly perks. It starts with small, intentional shifts that cost nothing but deliver huge returns. Here are three science-backed strategies any leader can implement today:
Triggering the DOSE Chemicals with Micro-Moments of Meaning
Happiness is biochemical. The four key “feel-good” chemicals—Dopamine (the reward chemical), Oxytocin (the bonding hormone), Serotonin (the confidence molecule), and Endorphins (the euphoria neurotransmitter)—are collectively known as DOSE. Leaders can trigger these happy hormones through small, intentional behaviors. Recognizing a teammate’s effort can stimulate dopamine; expressing genuine gratitude can activate oxytocin; giving employees autonomy over their work can boost serotonin; and sharing a light-hearted moment or story can trigger endorphins and lift team morale. The beauty is that leaders don’t need to do all of these at once. Instead, they can weave them in over time—highlighting a small win in one meeting, encouraging input and ownership in another, or simply starting the day with a warm check-in. These micro-moments, practiced consistently, foster a culture where happiness and performance can naturally reinforce one another.
Using Emotional Contagion to Set the Tone
Emotions are contagious. Research and exhibits from the Happiness Museum emphasize the powerful phenomenon of emotional contagion: the idea that one person’s mood can ripple through an entire team, affecting collaboration, morale, and even performance. A simple smile—or lack of one—can set the tone for each interaction. Happy leaders translate to happy teams. When leaders model positivity and curiosity, these emotional cues are mirrored unconsciously by others, creating a more trusting, energized culture. Conversely, when they project stress, frustration, or indifference, those feelings cascade too. The good news? Emotional leadership doesn’t cost a thing—it just requires intention.
Practicing Workplace Hygge: Create Psychological Coziness
The Danish concept of hygge—often described as a feeling of warmth, simplicity, and connection—offers powerful lessons for today’s workplace. While traditionally associated with cozy living rooms and candlelight, hygge in a professional setting would translate to creating environments where people feel safe, valued, and connected. It calls for a leaders letting go of constant urgency and ‘busyness’ of work and working to create meaningful moments of connections. It could be a “no-agenda” team time each week that has no KPIs or updates—just human conversation. Even turning off your phone during a one-on-one can build trust. Being vulnerable by sharing your learning moments or struggles can create space of psychological safety where employees have permission to innovate and develop a fail forward mindset.
The Happiness Mandate for Leaders
As we navigate an era of disengagement, automated work processes, and rising expectations of productivity, the case for happiness at work is clear. The science backs it. The economics support it. And the best part? Creating happiness doesn’t require sweeping policy changes or expensive wellness programs. Leaders who lead with intention—not just metrics—are creating happier workplaces where people thrive, feel valued, and stay meaningfully engaged. As Winnie the Pooh reminds us, “You don’t spell it… you feel it.” Happiness at work is a lived experience. That’s not fluff. That’s strategy for success.