Thinking About Work When Not at Work: A Framework for Leaders

By SIOP Affiliate Iris Khan

The implementation of artificial intelligence has increasingly accelerated the pace of work and redefined skills and job responsibilities. This has increased work demands for employees, including understanding how artificial intelligence fits within their scope of work, maintaining skill competitiveness, and keeping up with accelerated work processes. Research has shown that as work becomes increasingly fast-paced and complex, burnout is increasingly common among employees (Rabasa-Martín et al., 2026).

While job conditions, such as workload and time pressure, contribute to burnout, internal cognitive processes like work-related rumination, or “thinking about work,” prolong work demands beyond the workday. Employees often continue replaying unfinished tasks, difficult conversations, and tomorrow’s deadlines long after the workday ends. Many organizations respond to burnout by introducing wellness programs or encouraging employees to “disconnect.” While these initiatives have value, they often do not address the workplace conditions that keep employees mentally engaged after hours.

Research has shown that thinking about work demands is one of the main factors in the (absence of or delayed) recovery (Cropley & Zijlstra, 2011). Ruminating about work can undermine well-being, engagement, and performance.

As leaders are at the forefront of setting direction in ambiguous contexts and ultimately shaping perceptions of work, the question is not simply how organizations reduce burnout, but how leaders help employees mentally disengage from work in the first place. Proactive leaders have an opportunity to reshape how work is experienced before employees leave for the day.

Here are four ways leaders can encourage healthier processing of work:

1. Model metacognitive reflection or thinking about thinking in employees.
   Proactive leaders who encourage metacognition in employees allow employees to reflect on work processes, increasing their awareness in recognizing unproductive thought patterns toward certain situations or challenges. Rather than repeatedly replaying problems, employees learn to evaluate what happened, identify lessons learned, and decide on constructive next steps, decreasing work-related rumination (Delahaij & Dam, 2016).

   Application: Engage employees in debriefing during meetings. Part of this debriefing includes a leader sharing the hurdles and outcomes associated with work tasks or projects. Leaders also encourage employees to share what worked, what they learned, and what they would do differently next time.

2. Practice far-sighted goal setting.
   Employees often ruminate because every task feels urgent. Proactive leaders help teams distinguish between immediate demands and long-term priorities. Clear, future-oriented goals reduce uncertainty, support decision-making, and prevent employees from mentally carrying unfinished work into their personal time. Active goal setting increases employee’s sense of control over their future and reduces rumination.

   Application: Regularly revisit priorities and help employees identify which work truly requires immediate attention. Align shorter-term work goals with longer-term goals.

3. Create an environment conducive to information-sharing
   Employees are more likely to carry unresolved concerns home when they don’t feel comfortable asking questions, admitting uncertainty, or discussing challenges. Leaders are important promoters of a psychologically safe climate that encourages the transfer of knowledge and interactions among one another. As peers encourage exchange of information and ultimately help one another, perceptions of social support are enhanced, serving as buffers for burnout and stress. This climate allows concerns to be addressed during the workday instead of becoming evening rumination.

   Application: Normalize questions, encourage open dialogue, and regularly check for unresolved concerns before projects or meetings conclude.

4. Promote a growth mindset in employees.
   Leaders are the cornerstone of promoting a culture of reframing work demands and challenges as learning opportunities. When employees view challenges as opportunities to learn rather than tests of competence, setbacks become sources of feedback instead of ongoing worry. Leaders reinforce this mindset by recognizing progress, curiosity, and continuous improvement. When employees make more constructive interpretations of the situation and their roles, they are more likely to experience increased understanding and mastery over tasks, reducing anxiety about work.

   Application: Reward experimentation, learning, and growth alongside performance outcomes.

Burnout is not only the result of working too much, it is also the result of never fully leaving work behind. Organizations that thrive will recognize that reducing work-related rumination is a leadership opportunity, not simply an employee responsibility. Proactive leaders who cultivate a climate of psychological safety will encourage employees to be active participants in their work environments, providing them with a sense of control and opportunities to process and cope with work demands. Ultimately, this will facilitate employee recovery at the root cause, sustaining their well-being and engagement over the long term.

References:

Cropley, M., & Zijlstra, F. R. (2011). Work and rumination. Handbook of Stress in

the Occupations, 487(503), 10-4337. https://doi.org/10.4337/9780857931153

Delahaij, R., & van Dam, K. (2016). Coping style development: The role of learning goal orientation and metacognitive awareness. Personality and Individual Differences, 92, 57–62. https://doi.org/10.1016/j.paid.2015.12.012

Rabasa-Martín, Ó., & Martínez-Jarreta, B. (2026). Impact of artificial intelligence and work digitalization on mental health and occupational well-being: a scoping review. Frontiers in Public Health, 14, 1857108. https://doi.org/10.3389/fpubh.2026.1857108

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About the Author

Iris Khan is an applied behavioral and organizational researcher and People Science Associate at Roblox. Her research focuses on onboarding, workforce analytics, assessment design, and talent selection, with a particular interest in how people adapt, develop, and thrive in changing workplaces. She specializes in research on socialization at work, leadership, talent assessment, and the interplay of AI and work. Her leadership research centers on proactive leadership in learning organizations, examining how leaders can foster adaptability, continuous learning, and growth in dynamic work environments. She has experience across technology, healthcare, and nonprofit sectors and has led research initiatives and partnered with organizations including the American Red Cross, Dartmouth Health, and the California Department of Health Care Services.

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The views expressed in this article are those of the author and do not necessarily reflect the views of the Society for Industrial and Organizational Psychology or its affiliates.

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