#OrganizationalCulture

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 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 new study has uncovered a surprising trend: employees who openly acknowledge using artificial intelligence (AI) at work are often trusted less by colleagues and clients than those who keep silent. This finding, featured in a recent report on The Conversation, challenges widely held assumptions that transparency around technology use breeds confidence and goodwill in professional settings.

This insight is particularly significant for Thai professionals and organizations as businesses across the kingdom increasingly embrace AI-powered solutions—from customer service chatbots and automated translation tools to advanced data analytics. In many workplaces, staff are encouraged to adopt AI as part of digital transformation agendas and the nation’s push toward Thailand 4.0, where technology and innovation drive economic growth. Yet, according to the latest findings, revealing reliance on such tools could undermine interpersonal trust, an essential element in many Thai office cultures that value harmony, respect, and personal relationships.

A new study finds that employees who openly acknowledge using artificial intelligence at work are often trusted less by colleagues and clients than those who do not mention it. The research challenges the assumption that transparency about technology use automatically builds confidence.

This insight is timely for Thai professionals as businesses across the country increasingly deploy AI-powered solutions—from customer service chatbots to automated translation and data analytics. As Thai organizations pursue digital transformation and national initiatives like Thailand 4.0, the findings raise questions about how transparency around AI affects workplace relationships and teamwork.