This chapter focuses on organizational loneliness as a multidimensional phenomenon shaped not only by individual factors but also by organizational structures and culture. Defined as the lack of meaningful social relationships or emotional fulfillment at work, organizational loneliness is examined alongside organizational silence, which often reinforces isolation and weakens interpersonal ties. The chapter draws on theoretical frameworks such as social identity theory, perceived organizational support, and the job demands–resources model to explore how communication barriers, fear-based leadership, and exclusionary norms contribute to a silent and isolating environment. These conditions gradually diminish employees’ sense of belonging and participation. Organizational loneliness has significant consequences, including decreased job satisfaction, burnout, reduced productivity, and disengagement. In response, the chapter proposes solutions such as fostering inclusive leadership, strengthening informal social networks, and addressing silence as a systemic issue. By doing so, organizations can create healthier and more connected work environments.