#Leadership

A wave of recent research underscores a simple yet powerful truth: the emotional tone a leader projects in moments of pressure travels through a team like a shared weather system. The latest findings show that calm leaders tend to create psychological safety, clearer decisions, and more cooperative teams, while visible chaos can spread fear, miscommunication, and costly mistakes. For Thailand, where many workplaces balance formal hierarchy with familial collaboration and strong social harmony, the impact of a leader’s mood may be especially pronounced. In practical terms, this matters for manufacturers in the Eastern Economic Corridor, call-centre hubs around Bangkok, hospital wards across the country, and schools adapting to new norms of hybrid work and student well-being. The research path is not about lab coats alone; it translates into everyday leadership choices that ripple from the executive suite to the shop floor and into Bangkok’s bustling markets and rural clinics alike.

A global study suggests that the human mind may not be at its most brilliant in youth after all. Instead, the sharpest mix of knowledge, judgment, and life experience often emerges in the late 50s to early 60s. Fluid intelligence—those quick, on-the-spot reasoning and memory tasks—peaks early and then declines, but crystallized intelligence—the vast store of facts, skills, and experience built up over a lifetime—continues to grow for decades. In practice, this means maturity and wisdom can compensate for slower processing speed, shaping how individuals think, decide, and lead well into later life. The finding resonates beyond science labs, offering a timely lens for Thailand as the country navigates rapid demographic change, a rising demand for elder care, and an economy that increasingly relies on experienced leadership and institutional knowledge.

A rising voice in workplace communication says three phrases many professionals slip into every day are quietly eroding credibility, particularly for women seeking to speak up or lead. The message comes from Kate Mason, PhD, a former world champion debater turned executive coach and founder of Hedgehog + Fox, who argues that these “minimizing” phrases—meant to be polite or considerate—often backfire, signaling that what you’re about to say is unworthy of serious attention. In her view, the pattern, which she labels an “imposing syndrome,” can constrain careers and widen gaps in presentation, influence, and advancement. Mason’s new insights appear in her latest work, and they sharpen a timely question for Thai workplaces: how often do everyday courtesy phrases undermine the very leadership and expertise many employees bring to their teams?

A surge in worldwide reports of workplace burnout, especially in high-pressure sectors like healthcare and technology, is sounding alarms for managers and employees in Thailand and beyond. According to the latest insight from a Harvard Business School executive, burnout is not a random occurrence—it strikes when three powerful forces collide: exhaustion, cynicism, and reduced efficacy. This framework, building on both organizational research and psychological science, challenges old assumptions about burnout and points toward new strategies for prevention and recovery (yourtango.com).

A pervasive wave of workplace burnout threatens the mental health of Thai workers across industries, from Bangkok’s corporate towers to rural schools. The stress of rapid economic change and evolving job roles is taking a toll on individuals and organizations alike.

New research from a leading business school confirms burnout follows a predictable pattern rather than striking at random. Three core forces converge to produce exhaustion, cynicism, and a decline in personal efficacy. This framework offers clear avenues for prevention and recovery that resonate with Thai communities and workplaces.

An epidemic of workplace burnout sweeps across Thailand’s rapidly modernizing economy, threatening the mental health of millions of workers from Bangkok’s gleaming towers to provincial hospitals and rural schools. Groundbreaking research from Harvard Business School executives reveals that burnout follows predictable patterns rather than striking randomly, emerging when three devastating psychological forces converge: profound exhaustion, growing cynicism, and diminishing sense of personal effectiveness—insights that offer hope for Thai families and organizations struggling with this invisible crisis.

A growing body of psychology suggests that those sleepless 3am reflections on past awkward moments are not mere anxiety. In fact, they may signal seven distinct strengths in social and emotional processing that correlate with creativity, resilience, and meaningful relationships. For Thai readers, these insights offer a fresh perspective on a common experience and highlight cultural values around harmony and empathy.

Nocturnal social rumination appears to involve brain networks tied to emotional learning and planning for the future. Increased activity in memory and social prediction regions helps individuals remember not just words but the emotional currents of social interactions. This deep recall supports social safety, relationship maintenance, and community cohesion, aligning with Thai cultural emphasis on interpersonal harmony and mutual support.

A fresh wave of behavioral science spotlights a workplace epidemic: loneliness among leaders. Research summarized from the Annecy Behavioral Science Lab highlights that rising into leadership often brings isolation with emotional and organizational consequences. This issue is urgent in Thailand’s evolving corporate and public sectors, where resilience and confidence are highly valued.

Traditionally, leaders are seen as unflappable and independent. Yet new findings reveal a more complex reality. The Annecy study shares accounts from a construction-site supervisor who appeared capable outwardly but felt cut off inside, struggling to connect while overseeing remote teams in a male-dominated environment. Researchers describe this as “compounded disconnection” — professional isolation intensified by social exclusion, especially for underrepresented groups. The takeaway is clear: the higher you climb, the lonelier it gets.

A wave of new research is shining a spotlight on an under-recognised workplace epidemic: the loneliness of leaders. Recent findings from the Annecy Behavioral Science Lab, as reported in a compelling account in Psychology Today, reveal that as individuals ascend the ranks to leadership positions, they often find themselves increasingly isolated — a burden that has both emotional and organisational consequences. This issue is especially urgent amid Thailand’s evolving corporate and public sectors, where expectations of resilience and unwavering confidence remain deeply ingrained.

Charisma helps leaders capture attention, but too much can undermine credibility. New research suggests that presence works best when paired with humility, reliability, and genuine connection. This refined view offers practical guidance for Thai audiences seeking to cultivate influence without overdoing it.

In Thai workplaces and communities, charisma—often expressed as confidence, charm, and the ability to “work the room”—draws interest across politics, business, education, and entertainment. The latest studies advocate a subtler approach: charisma thrives when balanced with warmth and authenticity rather than constant high-energy performances.

A newly published analysis is shaking up popular beliefs about charisma, revealing that while this seemingly magical quality can boost career success and social influence, having too much of it may actually become a liability—especially for leaders. The findings, outlined in a recent column in The Atlantic, draw on extensive psychological research to dispel myths about the nature of charisma and offer practical advice for Thais interested in cultivating personal magnetism without overdoing it (The Atlantic).

In the age of “rizz” and viral TED Talks, having charisma is often viewed as a shortcut to career success and popularity. But the latest research from psychologists and leadership experts reveals a surprising twist: while boosting your charisma can indeed help you make friends and climb the career ladder, too much charisma may actually become a liability, even for those born with the social “gift.” New insights from studies published in 2024 and 2025—including an influential feature in The Atlantic and key academic reviews—are rewriting our understanding of what charisma is, how it shapes happiness, and why there is such a thing as being too magnetic for your own good The Atlantic.

Charisma can open doors to influence, promotions, and popularity. New research from 2024 and 2025, and reviews in major outlets, suggest a nuanced view: more charisma isn’t always better. A certain level helps people connect and follow, but excessive charisma can backfire even for naturally sociable leaders.

Charisma is best seen as a mix of influence and affability. Influence is the confidence and competence to guide others; affability is warm, approachable energy. This blend has helped leaders rise, but studies indicate peaks of charisma may yield diminishing returns once a threshold is crossed. Ultra-charismatic figures can inspire, yet they may struggle with practical execution or cause discomfort among teammates. Some studies link excessive charisma to narcissistic tendencies grounded in strong self-belief.

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 growing body of research shows how leaders with narcissistic traits respond when confronted with errors. High-profile figures, including former political leaders, often react defensively or aggressively. Findings suggest these patterns reflect broader dynamics in workplaces and governments worldwide, with clear implications for Thailand’s evolving business, public sector, and academic communities.

Narcissistic leaders tend to deny mistakes, blame others, gaslight critics, minimize issues, erupt in anger, withdraw, or cast themselves as victims when errors surface. These responses reflect fragile self-esteem that cannot tolerate personal fault. Understanding these dynamics helps Thai organizations manage risk, preserve trust, and sustain learning as the country modernizes its institutions.

A fresh wave of psychological research is offering valuable insights into why high-profile figures such as former US president Donald Trump—and other leaders with pronounced narcissistic traits—react so defensively, or even aggressively, when confronted with evidence of their own mistakes. Drawing on interviews, recent peer-reviewed studies, and organizational psychology, experts say these reactions are not just personality quirks, but reflect deeper dynamics in workplaces and governments worldwide—raising profound questions about power, accountability, and the future of leadership, including in Thailand’s evolving corporate, political, and academic environments.

A recent study from San Francisco State University provides a significant breakthrough for employers and organizations seeking to identify narcissistic tendencies in job candidates. By carefully crafting and analyzing responses to just three targeted interview questions, the researchers found a remarkably efficient method to spot potentially disruptive personalities—offering Thai employers, educators, and even community leaders a practical new tool for building healthier teams and workplaces (Psychology Today).

This research is especially relevant to Thailand, where the concept of “face” and harmonious group interaction play a central role in organizational culture. Narcissistic grandiosity—characterized by a focus on personal gain, dominance in group settings, and a lack of empathy—threatens not only productivity but also the emotional well-being of colleagues. In a country where community, respect, and consensus are highly valued, early identification of such traits can prevent workplace conflict and staff turnover, which are persistent challenges in both Thai corporate and government offices.

A recent study from San Francisco State University offers a practical tool for employers and organizations seeking to identify narcissistic traits in candidates. By analyzing responses to three carefully chosen interview questions, researchers found a notably efficient way to flag potentially disruptive personalities. This approach could help Thai employers, educators, and community leaders build healthier teams and workplaces.

In Thailand, where the concept of face and harmonious group interaction play a central role in organizational culture, narcissistic grandiosity—defined by self-centeredism, dominance, and a lack of empathy—poses risks to both productivity and colleagues’ well-being. Early identification of such traits can help prevent workplace conflict and staff turnover, a persistent challenge in both corporate and government settings in Thailand.

In a world where fashion often signals individuality and status, some of the most influential figures—ranging from Silicon Valley icons to Nobel Prize-winning scientists—have become emblematic for doing the exact opposite: wearing nearly identical outfits every day. Recent research highlighted in a widely shared article explores the psychological and cognitive benefits behind this phenomenon, shedding new light on why great minds such as Apple’s legendary co-founder, a revered theoretical physicist, and prominent tech founders have opted for wardrobe simplicity as a core personal habit (glassalmanac.com).

A growing chorus of experts says simple wardrobes can boost focus and creativity. Notable figures across tech and science—Iconic Apple co-founders, celebrated physicists, and leading startup founders—have long worn nearly identical outfits. A recent analysis highlights the cognitive benefits behind this habit and what it could mean for Thai readers who juggle careers, study, and family life.

The trend captured global attention when public figures were seen daily in similar ensembles—think black turtlenecks or grey T-shirts. What seems quirky on the surface is viewed by psychologists as a practical strategy to reduce decision fatigue. This term describes how making numerous small choices drains mental energy, leaving less room for high-stakes decisions that shape careers and innovations.

A new wave of research spotlighting individuals with the rare dual gift of high intelligence and deep intuition has captured attention this week, exploring the unique behavioral patterns that set these minds apart from both their peers and the general population. While traditional thinkers thrive on logic and analytical clarity, and intuitive individuals sense truths amid ambiguity, a select few inhabit the productive overlap—navigating the world with the precision of a strategist and the sensitivities of a seer. This emerging focus, summarized in a recent article published on June 15 by VegOut Magazine, details the eight core behaviors that define this elusive cognitive synergy and carries significant implications for Thai education, workplace culture, and leadership development (VegOut Magazine).

A new wave of research highlights a small group whose minds blend sharp intellect with deep intuition. These individuals navigate daily life with the precision of strategists and the sensitivity of seers. A recent article summarizes eight defining behaviors of this rare cognitive mix, offering fresh implications for Thai education, workplaces, and leadership. The piece also reflects on how Thailand’s reforms toward holistic development can benefit from embracing both logic and inner insight.

As Thailand faces rapid modernization and global pressures, leaders look to traditional wisdom to guide ethical, sustainable organizations. The intersection of management theory and Buddhist practice has long shaped Thai leadership, community life, and governance. For Thai officials, business leaders, educators, and everyday citizens, understanding how Buddhism informs management offers practical guidance for effectiveness, social harmony, and integrity.

Buddhism has deeply influenced Thai culture, shaping values in government and daily life. The Dhamma—the truth and teachings of the Buddha—serves as both spiritual compass and practical framework for action. Thai management practices, formal or informal, increasingly draw on this wisdom to address contemporary challenges. Research in Buddhist management describes the Buddha’s teachings as a “religion of wisdom and practice” that can guide daily decisions and foster a shared sense of purpose.