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In Thai workplaces, relentless optimism can harm employees more than it helps. Leaders who push for constant cheer risk burnout and undermine psychological safety. As Thai firms recover from pandemic disruptions, suppressing negative feelings erodes trust, stalls growth, and lowers engagement. Experts urge leaders to foster honest, compassionate environments where a full range of emotions is welcome.

Thai culture has long tied positivity to resilience, guided by jai yen (a cool heart) and a preference for public harmony. Yet imported self-help slogans and “good vibes only” policies can stifle genuine communication. When negativity is dismissed, employees struggle to seek support or voice concerns. Recent analyses from workplace culture researchers highlight the fine line between healthy optimism and toxic positivity and why it matters for Thai teams.

Toxic positivity—a workplace culture that insists “every cloud has a silver lining”—is causing more harm than good, experts warn, pushing employees toward burnout and undermining psychological safety. As businesses across Thailand strive to uplift morale after the disruptions of the pandemic, mounting evidence suggests that masking or suppressing negative emotions with relentless optimism can worsen mental health, reduce trust, and even hinder organisational growth. Recent research and commentary from international and Asian experts point to the urgency for leaders to foster honest, compassionate workplaces where the full range of human emotion is accepted.

A newly published meta-analysis involving over half a million participants has shed disturbing new light on how Machiavellian leaders affect their workplaces. Contrary to the popular belief that such cunning, manipulative leadership either guarantees success or spells disaster, this massive international study, appearing in the Journal of Organizational Behavior, finds much more complex and nuanced realities. While Machiavellian leaders consistently create harmful environments for their followers, their own professional fate depends heavily on context rather than clear-cut penalties or rewards psypost.org.

A new meta-analysis examining more than half a million people finds that Machiavellian leaders harm employee well-being and organizational climate. The impact depends on context, not just rewards or punishments. The study, published in a leading psychology journal, shows that such leaders consistently create harmful environments, while career outcomes hinge on internal politics and perception management rather than a simple penalty system. Descriptions of Machiavellian leaders include cynicism, manipulation, and a disregard for conventional ethics.

A global surge in layoffs during 2025 has heightened job insecurity and driven many workers to overwork to remain employed. A CNBC analysis cites an unprecedented level of disruption, with nearly 700,000 layoffs in the first five months of the year, marking an 80% rise from the same period in 2024. About 46% of workers report worry about their future, underscoring a broader mental health challenge alongside economic strain.

Thai readers can relate to these dynamics as economic shifts ripple through the local workforce. Slower demand for key exports and rapid technological change fuel fears of job loss and longer hours as workers try to cope. In both public and private sectors, staff feel pressure to perform while navigating uncertainty.

Amid an alarming surge in job cuts across the United States in 2025, a new wave of layoff anxiety is sweeping through the workforce, driving Americans to work harder but ultimately burning out faster, experts warn. A recent CNBC report highlights the unprecedented level of job insecurity: nearly 700,000 layoffs were reported in the first five months of the year—an 80% spike compared to the same period in 2024—leaving 46% of workers worried about their future employment and exposing stark psychological tolls (CNBC).

A breakthrough study from San Francisco State University has identified three simple interview questions that could effectively flag narcissistic tendencies in job applicants—a finding with important implications for Thai workplaces concerned about team dynamics and organisational health. The research, published in June 2025 and highlighted by Psychology Today, responds to a growing need for practical screening tools that can efficiently identify problematic personalities before they impact the work environment or company culture (Psychology Today).

A new study from San Francisco State University offers three simple interview questions that can flag narcissistic tendencies in job applicants. The findings, published in June 2025 and summarized by Psychology Today, provide practical tools for Thai organizations aiming to protect team dynamics and organizational health.

In Thailand, where harmony and “namjai” (น้ำใจ) are valued, unchecked narcissism can quietly undermine collaboration, morale, and performance. The research focuses on narcissistic grandiosity—the aspect most linked to disruptive workplace behavior. The team reduced an initial pool of 19 indicators to three core questions, designed to fit both formal interviews and casual group discussions. The questions reliably correlated with scores on standard narcissism measures, offering a quick screening method rather than a formal diagnosis.

A new study claims that facial appearance can hint at dark personality traits such as narcissism, Machiavellianism, and psychopathy. Coverage abroad, including a widely read article in Newsweek, has sparked debate about whether we can reliably judge dangerous or manipulative behavior from looks. For Thai readers, the topic intersects with local values around first impressions, social harmony, and reputation.

The study centers on the “dark triad” traits, which researchers link to antisocial behavior, manipulation, and reduced empathy. While psychology often treats these traits as measurable parts of personality, the idea that facial features alone reveal such traits raises questions about bias, fairness, and accuracy in everyday judgments. In Thailand, where face value and social etiquette influence interactions at work and in communities, the findings invite careful consideration rather than quick conclusions.