In this episode of Meaningful Work Matters, host Andrew Soren speaks with Dr. Mohsen Joshanloo, a personality and cross-cultural psychologist whose research explores mental well-being, emotions, personality traits, and culture. Mohsen is an Associate Professor in the Department of Psychology at Keimyung University in South Korea and an Honorary Principal Fellow at the Centre for Wellbeing Science at the University of Melbourne. With a global perspective, he incorporates data from countries across six continents to challenge the assumption that emotional happiness and autonomy are universal ideals.
In their conversation, Soren and Joshanloo explore how different cultures define wellbeing, the phenomenon of “fear of happiness,” and why a sense of purpose may matter more than emotional happiness—especially at work.
The Western Bias in Wellbeing Models
Joshanloo opens with a critique of many dominant models of psychological wellbeing, which often originate in Western societies. These models prioritize individualistic traits like self-esteem, autonomy, and personal growth—an assumption that meaning must be self-generated to be authentic. These ideals don't always translate across cultures.
“The criticism isn’t that other cultures don’t value autonomy or purpose,” Joshanloo explains, “but that the definition of those things changes depending on cultural context.”
In what Joshanloo describes as collectivist or traditional societies, meaning is often derived from social roles, tradition, or guidance from elders. Far from being seen as conformist, these sources of meaning are deeply valued and can form the foundation of a fulfilling life.
Eudaimonic Wellbeing vs. Emotional Happiness
A central distinction in the conversation is between emotional happiness and eudaimonic wellbeing. Emotional happiness refers to short-term positive feelings, while eudaimonic wellbeing is rooted in dimensions like purpose, personal growth, and living in alignment with one’s values.
Mohsen’s longitudinal research has shown that:
Emotional happiness and eudaimonic wellbeing are correlated in the short term.
Over time, eudaimonic wellbeing predicts future emotional happiness—but not the other way around.
This finding suggests that chasing emotional highs may not lead to sustainable wellbeing. Instead, investing in purpose and meaning may be a more durable path to fulfillment.
Understanding Fear of Happiness
One of Mohsen’s most well-known contributions is his long-running research on the fear of happiness. Across 25+ countries, his team has explored why people in some cultures are hesitant to fully embrace or express happiness.
This fear isn’t about rejecting joy altogether, but rather a belief that intense happiness may lead to negative outcomes—like envy, loss, or punishment. In some cultures, visible happiness may invite the “evil eye” or signal carelessness, making restraint a form of protection.
“People may fear emotional happiness,” says Joshanloo, “but rarely do they fear growth, purpose, or contribution.”
This insight challenges the idea that emotional happiness is the ultimate human goal and helps expand the conversation around what it means to support wellbeing—particularly in diverse or global settings.
What Purpose Tells Us About Money and Satisfaction
In a global dataset spanning 94 countries, Joshanloo examined the relationship between income, purpose, and life satisfaction. His findings were striking: people without a clear sense of purpose placed more importance on income when evaluating their lives. For those with a strong sense of purpose, the correlation between income and life satisfaction was significantly weaker.
In other words, meaning can buffer our reliance on external markers of success.
This insight has direct implications for how we think about motivation, performance, and compensation at work. While money is important, purpose may be a more stable source of satisfaction—especially when work feels meaningful.
From Research to the Workplace: Why Mattering Comes First
So, how can organizations apply these insights?
Joshanloo emphasizes that before people can pursue purpose, they need to believe they matter. Feeling invisible or powerless undermines motivation, whereas believing you can make a difference is the first step toward purpose-driven engagement.
“You can’t make people feel they don’t matter and then expect them to be purposeful,” he says.
For leaders, this means that fostering inclusion and psychological safety is not just a cultural goal—it’s a strategic one. Only when employees feel valued can they fully engage with their work and find meaning in it.
Resources for Further Exploration
Mohsen Joshanloo’s personal website
Featured open-access research:
