Human beings are not designed to thrive in isolation. In our work, we see strong evidence that wellbeing is shaped not only by what we achieve, but by who we achieve it with. In work, this is one reason teams matter so much. A healthy team can do more than deliver results: it can strengthen a person’s sense of belonging, meaning and psychological wellbeing.
One of the clearest explanations comes from Self-Determination Theory. Deci and Ryan (2017) argue that wellbeing is supported when three psychological needs are met: autonomy, competence and relatedness.
Relatedness is especially relevant as people are more likely to flourish when they feel connected to others, valued by others, and part of something larger than themselves. A good team can meet that need powerfully, giving individuals a sense that they belong and that their efforts matter.
This suggests that group membership is not just socially pleasant; it is psychologically important because it helps shape our sense of self. In other words, part of “who I am” comes from “who we are”. When a team has a clear identity, shared purpose and positive norms, membership can become a source of resilience, self-esteem and meaning. This is one of the strongest arguments for saying that teams can contribute directly to wellbeing: teams offer people a valued social identity, not just a work context.
Of course, not every team enhances wellbeing. The interpersonal climate matters. Edmondson’s work on psychological safety shows that people are more willing to speak up, ask for help and learn when the team feels safe for interpersonal risk-taking. Where that safety is present, team membership becomes more than functional: it becomes emotionally sustaining. People are better able to bring their full selves to the work, and that deepens both engagement and meaning.
So, the case is strong: teams can enhance wellbeing because they meet a deeply human need for connection, identity and shared purpose. For many people, meaning at work is not found only in the task itself, but in the experience of striving, contributing and belonging together.
Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19–43.
Edmondson, A. (1999). Psychological safety and learning behaviour in work teams. Administrative Science Quarterly, 44(2), 350–383.