Confidence, persistence, ingenuity—these traits are often seen as essential for workplace success. But a new study from Rutgers suggests that in team settings, less celebrated qualities—such as maintaining the status quo—may be just as valuable. The reason? High-performing employees are often ostracized by envious colleagues, and when sidelined, they may sabotage productivity.

“In organizations, there are good soldiers who drive efficiency and bad apples who hinder it,” the researchers explain. “But the line between the two may not be as clear as we think.”

Blurring the lines

Exclusion blurs this boundary. When top performers feel undervalued or pushed aside, their motivation can shift from contributing to disrupting. Frustration breeds disengagement, sometimes leading to intentional underperformance.

The study surveyed 630 workers across 131 teams in Chinese industries ranging from healthcare to finance. While the research focused on China, its findings apply broadly, especially in team-driven workplaces. Two surveys, conducted a month apart, measured proactivity, envy, workplace exclusion, and job satisfaction. The results showed that envious teams were more likely to ostracize high achievers, who in turn became more prone to underperformance.

Though the study did not quantify productivity losses, previous research suggests that poorly managed team dynamics can cause serious disruption. In an era where collaboration is critical, even minor fractures can have wide-reaching effects.

Managing envy

Managing workplace envy is no easy task. Human nature makes jealousy and “upward comparison”—resentment toward higher-achieving peers—difficult to avoid. Performance-driven cultures, like those in corporate America, amplify these feelings. “Take sales,” the researchers note. “If one team member exceeds their quota, the whole team benefits, but management may still see underperformers as less effective.” This pressure can push employees toward the relative safety of mediocrity.

To counteract these dynamics, employers must ensure that performance evaluations are based on clear expectations rather than comparisons with top performers. “Managers should always encourage proactive behaviors but must also assess employees on their own merits,” the researchers conclude.

In workplaces where collaboration fuels success, fostering an inclusive environment is not just good management—it is a competitive advantage.