Workplace Gaslighting: A Hidden Driver of Emotional Exhaustion, Toxic Leadership and Talent Attrition

Gaslighting in the workplace is a covert yet profoundly damaging form of psychological manipulation that disrupts employee well-being, morale, and retention. This paper examines the concept of gaslighting, tracing its origins and distinguishing it from other toxic behaviours such as bullying and micromanagement. Drawing on theoretical frameworks including social exchange theory, psychological contract theory, and literature on power dynamics and abusive supervision, the study explores how gaslighting manifests in professional settings and its psychological and organizational consequences. Empirical insights, particularly from the Indian context, reveal a strong link between gaslighting behaviours and mental health issues such as anxiety, emotional exhaustion, and burnout?factors that contribute to rising turnover intention and job dissatisfaction. The paper highlights the lack of formal recognition and policy interventions addressing gaslighting within organizational structures. It concludes with practical strategies for human resources and leadership, including early detection mechanisms, emotionally intelligent management, whistleblower protections, and the integration of psychological safety into workplace policies. The findings underscore the urgent need for systemic change to foster emotionally safe, ethical, and high-performing work environments.