Insight       10 February 2025

The Paradox of Happiness

New Research Insights  

I've been reflecting on research by Kim and Maglio (2025) that challenges pursuing happiness as an aim. Their findings highlight a relationship between happiness pursuit and self-regulatory depletion that deserves our attention. 

The Paradox

The research's critical insight is that our conscious efforts to pursue happiness can inadvertently deplete mental resources, reducing self-control and decision-making abilities. 
For leaders, this has significant implications: 
  • Resource Depletion: Continuously striving for happiness (or promoting it as a primary goal) can deplete the mental resources needed for effective leadership decisions and self-discipline. 
  • The Effort-Outcome Disconnect: Pursuing happiness often leads to decreased happiness and reduced ability to regulate emotions and behaviours. 
  • Leadership Burnout Risk: Leaders who constantly strive to maintain positive emotional states may be more vulnerable to self-regulatory failures and burnout. 
Practical Leadership Implications: 
  • Balance Over Maximisation: Leaders should aim for balanced emotional states that don't overtax regulatory resources rather than pursue maximum happiness. 
  • Goal-Setting Approaches: The research distinguished between happiness-seeking goals and competency or mastery-seeking goals. Leaders might benefit from focusing on mastery and achievement rather than emotional states. 
Organisational Culture Implications: 
  • Organisations that overly emphasise "happiness" in their culture might inadvertently create conditions that deplete employees' mental resources. 
  • Strategic Rest: Since happiness-seeking depletes resources, leaders should incorporate strategic rest and recovery periods rather than pushing for constant positive emotions. 
  • Gratitude Practice: The research authors suggest gratitude as an alternative approach to move away from "seeking happiness" and toward appreciating what already exists. 

The Paradox

The research's critical insight is that our conscious efforts to pursue happiness can inadvertently deplete mental resources, reducing self-control and decision-making abilities. 
For leaders, this has significant implications: 
  • Resource Depletion: Continuously striving for happiness (or promoting it as a primary goal) can deplete the mental resources needed for effective leadership decisions and self-discipline. 
  • The Effort-Outcome Disconnect: Pursuing happiness often leads to decreased happiness and reduced ability to regulate emotions and behaviours. 
  • Leadership Burnout Risk: Leaders who constantly strive to maintain positive emotional states may be more vulnerable to self-regulatory failures and burnout. 
Practical Leadership Implications: 
  • Balance Over Maximisation: Leaders should aim for balanced emotional states that don't overtax regulatory resources rather than pursue maximum happiness. 
  • Goal-Setting Approaches: The research distinguished between happiness-seeking goals and competency or mastery-seeking goals. Leaders might benefit from focusing on mastery and achievement rather than emotional states. 
Organisational Culture Implications: 
  • Organisations that overly emphasise "happiness" in their culture might inadvertently create conditions that deplete employees' mental resources. 
  • Strategic Rest: Since happiness-seeking depletes resources, leaders should incorporate strategic rest and recovery periods rather than pushing for constant positive emotions. 
  • Gratitude Practice: The research authors suggest gratitude as an alternative approach to move away from "seeking happiness" and toward appreciating what already exists. 

Wellbeing Leadership Strategies

Instead of promoting happiness as a primary goal, leaders might: 
  • Focus on meaningful work and purpose 
  • Build cultures of appreciation and gratitude 
  • Set realistic expectations about emotional states 
  • Allow for authentic emotional experiences 
  • Recognise that resource management is crucial for sustained performance
This research challenges the assumption that happier teams are always better-performing, suggesting a more nuanced approach to emotional well-being in the workplace. 


Aekyoung, K. & Maglio, S. (2025) Happiness depletes me: Seeking happiness impairs limited resources and self-regulation, Journal of Applied Psychology, Health and Wellbeing.

Wellbeing Leadership Strategies

Instead of promoting happiness as a primary goal, leaders might: 
  • Focus on meaningful work and purpose
  • Build cultures of appreciation and gratitude
  • Set realistic expectations about emotional states
  • Allow for authentic emotional experiences
  • Recognise that resource management is crucial for sustained performance
This research challenges the assumption that happier teams are always better-performing, suggesting a more nuanced approach to emotional well-being in the workplace. 
Aekyoung, K. & Maglio, S. (2025) Happiness depletes me: Seeking happiness impairs limited resources and self-regulation, Journal of Applied Psychology, Health and Wellbeing.

Further Reading