Abstract: Burnout presents a significant challenge for organizations seeking to promote employee well-being and performance. However, traditional views often attribute burnout to individual weaknesses rather than systemic causes embedded within workplace conditions and culture. This article provides a foundation for shifting perspectives on burnout's antecedents by reviewing recent empirical studies on its defining characteristics and underlying workplace factors. Drawing from Maslach and Leiter's areas of worklife model, the brief examines how sustained imbalances across domains like workload, control, reward and values can fuel burnout over time. Practical applications are proposed for consultants and leaders to adopt a proactive, systems-oriented approach through activities like engagement surveys, open communication, values alignment and iterative cultural improvements. The goal is to foster organizational environments and conditions aligned with innate human needs for autonomy, competence and relatedness shown to sustain motivation and resilience in the long term.

Abstract: This article examines the importance of emotional intelligence for effective 21st century leadership. It defines emotional intelligence as having four key components - self-awareness, self-management, social awareness, and relationship management - which allow leaders to connect with others, navigate social situations effectively, and make well-rounded decisions. A review of research finds strong correlations between higher emotional intelligence and stronger leadership abilities across industries, as emotionally intelligent leaders inspire higher employee engagement, make strategic choices considering both logic and emotions, and effectively develop talent through understanding others' perspectives. The article provides practical strategies for leaders to develop their emotional skills and illustrates real-world examples, arguing that focusing on emotional intelligence through self-reflection, active listening, role-playing, and soliciting regular feedback is crucial for leaders seeking to reach their full leadership potential and positively transform their organizations.

Abstract: This article explores the potential costs of enforcing strict positivity norms and emotional display rules in organizational settings. It examines the concepts of emotional labor and surface acting through a review of the academic literature documenting the personal and interpersonal tolls of dissociating outward affect from inner feelings over prolonged periods. Two real-world examples are provided of companies where mandated positivity policies backfired by damaging employee well-being, engagement, and productivity. Drawing from emotional labor theory and research on compassionate cultures, guidelines are offered for leaders seeking healthier ways to cultivate optimism without compromising psychological safety or problem-solving capacity. Specifically, the brief recommends permitting genuine expression of a full range of emotions, focusing feedback on competence rather than smiles, fostering employee autonomy, and modeling self-care behaviors. Overall, the potential damage of forcing positivity at work is examined, with practical implications discussed for balancing positivity with safety and performance.