In the early years of my career, I told my manager that I wanted to take a three-week uninterrupted time-off. She said, “I’ve never taken three weeks of uninterrupted leave in my entire work life.” I remember feeling guilty and even a little angry with myself — yet I also remember how deeply I needed that break.
Just a month ago, a colleague said, “I’m taking a three-week uninterrupted time off for the first time in my life.” Few colleagues around her remained silent; others reacted with surprise: “I could never be away for that long.”
Years have passed, yet the same question still lingers in my mind: “Isn’t annual leave a legal and natural right? So why do we, as employees, feel guilty for using it?”
Having lived and worked in different countries and cultures, I can share that the approach to annual leaves is shaped by the country you reside in and the corporate culture you are part of. There are also individual differences — some employees feel unable to let go of control. That’s another side of the coin which needs a different investigation.
This article aims to explore cross-cultural attitudes towards annual leave usage and examine psychological and cultural insights that could add value to workplace practices.
Why is annual leave important?
Annual leave is a break — a mental necessity. Psychological research states that employees who take regular breaks:
● Are less likely to experience burnout,
● Become more creative,
● Report higher job satisfaction,
● Improve their decision-making skills.
Employees step away from cognitively demanding processes during leave. A rested mind fosters creativity and the ability to see the bigger picture.
Why the guilt?
Many employees face an emotional burden when getting ready for leave:
● “My absence will pose pressure on my team.”
● “No one can cover for me.”
● “What if things go wrong while I’m away?”
● “Will my manager lose trust in me?”
This guilt often reflects the corporate climate. People who live under constant pressure to “stay involved” define themselves through unconditional loyalty to work. Some even fear that their job security will be at risk. Yet breaks are essential for a higher organizational productivity.
The benefits to the organizations
From an organizational perspective, annual leave use benefits the employer as well:
● Rested employees return with higher energy and motivation,
● Long-term workforce attrition (e.g., burnout-related resignations) is reduced,
● Handover practices improve, making the organization less dependent on individuals,
● Employee engagement increases.
Annual Leave Culture: A Comparison Between Türkiye, Europe, the U.S., and the U.K.
Annual leave habits reflect cultural codes. In some societies, rest is seen as a right and a need; in others, it is perceived as a luxury — or even a sign of weakness.
France is one of the clearest examples. Employees not only take time off, but they also consider it natural to completely disconnect from work during their leave. The “right to disconnect” is legally protected. This reflects the belief that “rest” is a constructive pause that protects psychological well-being and enhances performance.
In Germany, leave is considered a strategic tool for maintaining productivity. It supports smoother business operations. Employees don’t feel the need to check in with work while on leave — as the systems are built to function without them.
In the United States, the situation is different. Annual leave culture, especially in the private sector, is weak. Employees often see annual leave not as a right, but as a potential career risk. Checking emails, attending meetings, or handling work matters while on leave is common — and sometimes even expected.
The United Kingdom holds a more balanced stance. Employees understand the value of rest and use their annual leave days. However, checking emails or remaining reachable is still a quietly accepted norm. That said, with rising awareness around burnout and work-life balance, the importance of true rest during leave is increasingly being emphasized.
In Türkiye, the concept of annual leave is not yet fully internalized. For many employees, taking time off is still associated with guilt. Disconnecting from work during leave is rare. Some even work harder before leave — as if to prove they have “earned it.” This is a reflection of a culture that rewards constant availability rather than healthy mental detachment.
A perspective shift is possible
● Annual leave use is an investment in long-term performance of employees.
● Mental detachment from work is crucial. Employees, while on leave, are aware that checking emails “even briefly” is not helpful.
● Leaders should lead by example. If senior managers do not take time off, teams may perceive leave as posing a risk to their job security.
● Organizations should normalize handover planning. No process should stop when an employee is on leave.
● Psychological safety is about being able to take time off without fear of the possible consequences.
Leaves should be perceived as an investment in employee well-being. As organizations reexamine their leave culture, they should remember: the return on this investment is measured not in the short term, but through long-term sustainability and employee commitment.
As for employees — the true shapers of workplace culture — they should persist in claiming their rights. They should return from leave not with guilt, but with a renewed spirit. A break is the basis for stronger mental health and sustainable organizational productivity.