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The purpose of this paper is to describe the potential value of affirmation as a way that leaders might be able to reduce employee cynicism in organizations.

A brief overview of cynicism and possible value of affirmation as a method to reduce cynicism is followed by suggestions for ways that leaders may be able to reduce cynicism through affirmation. Six strategies for reducing cynicism were summarized. These strategies were organized using AFFIRM as an acrostic.

Leaders may be able to reduce employee cynicism through actions intended to affirm employees. Specifically, it is suggested that leaders can affirm employees through acknowledgement and appreciation, feedback, focus, involvement, respect, and maintaining employee well-being.

This paper framed the strategies for reducing cynicism using AFFIRM as an acrostic for the six strategies. Organizing the recommended strategies of acknowledgement/appreciation, feedback, focus, involvement, respect, and maintaining employee well-being using this methodology may be a beneficial tool for leaders looking for ways to reduce employee cynicism in organizations.

The competitive success of organizations is heavily dependent on the quality of leadership within those organizations. Among the growing list of skills required for effective leadership is the need for leaders to promote the deployment of effective teams in the workplace. There are numerous strategies and methods that have been utilized to prepare future leaders to meet the challenge of developing and promoting high performance teams in the workplace. This idea brief summarizes one approach developed by faculty for a new course in a graduate management/leadership program titled, “Leading and Developing High Performance Teams.” The approach summarized in this article includes a hypothetical/fictional mini-case that was developed specifically for the purpose of meeting course objectives related to the identification of issues/challenges related to virtual teams, as well as diversity in teams. The mini-case is followed by some proposed questions that will accompany the case. A sample of acceptable responses is also provided.

The purpose of this article was to outline some of the potential benefits of engaging primary stakeholders in the process of developing or revising an organization's vision.

Plausible benefits associated with involving primary stakeholders in the visioning process were discussed within the framework of the current global economic crises.

Involving key primary stakeholders such as employees, customers, and owners/investors in the visioning process can elicit benefits including an accelerated rate of change, enhanced organizational recovery, and renewed stakeholder loyalty.

This article emphasizes the importance of engaging primary stakeholders, comprised of employees, customers, and owners/investors in the process of visioning. Potential benefits of involving these primary stakeholders in the process are also summarized within the context of our current, global, economic crises.

The purpose of the article is to provide practical recommendations and insights for leaders and/or organizations to consider as they guide new middle managers in their efforts to develop a preliminary foundation for effective communication practices.

The article is framed within the context of new middle managers. Emphasis is placed on providing examples of ways that leaders and organizations can assist or guide new middle managers in developing a foundation for preliminary communication practices.

Guidance from upper-level leaders related to the foundation should include, among other things, an overview of expectations, organizational goals, and vision. The article also includes some examples of preliminary communication practices that upper-level leaders might suggest for consideration by new middle managers. The examples include, preferred communication channels, preferences related to responsiveness, preferred characteristics of electronic communication, being intentional, and promoting balance/wellbeing.

Middle managers are important to the success of organizations. The role of middle managers encompasses several requisite skill sets. Among those skill sets is the need for effective communication. The article approaches the topic of effective communication in the context of new middle managers, with an emphasis on leader/organizational guidance that can contribute to a preliminary foundation for effective communication practices. The foundation and examples can then serve as a platform for ongoing development of a more comprehensive communication plan.

The article discusses salient factors related to fostering effective and wholesome learning experiences. These factors, based on the reflective insights of the authors, are discussed with the intent of encouraging further discussion and exploration that may contribute to even more effective and more wholesome learning experiences. In addition, these insights are shared with the intent of assisting new or emerging educators/trainers in facilitating effective and wholesome learning experiences.

The tone of the article is reflective in nature, summarizing key insights of the authors gleaned from over 40 collective years in higher education, as well as two decades of work-related experience in the corporate world.

The insights and reflections during the later stage of the authors’ careers in higher education led to the identification of five major themes or factors related to facilitating effective and wholesome learning experiences. These include: 1. Relevant and Applicable; 2. Engagement, Interaction, and Critical Thinking; 3. Organization and Clarity; 4. Fostering Trust Through Communication, Responsiveness, and Feedback; 5. Flexibility and Augmentation

While many of the factors highlighted in the article align with related literature, the reflective insights of the authors contribute to a more nuanced discussion of several factors. The nuanced nature of the discussion is influenced by the collective experiences of the authors from over 40 years of collective experience in higher education, combined with 20 years of collective experience in the corporate world.

The purpose of this viewpoint is to highlight the importance of organizational actions toward employees matching the stated value of employees.

This viewpoint highlights the importance of organizational actions toward employees matching the stated value of employees.

Organizations may benefit from consciously endeavoring to treat employees in a manner that is consistent with explicit and implicit statements made with regard to the value of employees to the organization.

The article reminds managers and leaders to consider their actions toward employees, noting that inconsistencies between their actions and their words may be detrimental to organizational effectiveness.

“Unlearning” is discussed as an additional perspective or supplemental strategy for managers/leaders to consider when addressing cynicism in organizations. The article is not intended to be definitive. The aim of this paper is to generate ideas and encourage further exploration amongst practitioners and scholars regarding the feasibility of this perspective. There are a number of plausible explanations for the origin of cynicism, including the notion that cynicism is learned. As anything that is learned can also be unlearned, “unlearning” seemed to be a compelling perspective worthy of further exploration.

A targeted literature review of cynicism (with a specific focus on some of the more salient and well-respected research) was utilized to develop a conceptual overview of cynicism, a discussion of key causes/antecedents of cynicism, and common symptoms of cynicism. Select literature was also reviewed relative to the concept of “unlearning”. These varied sources were then synthesized into a framework that outlined the premise of “unlearning” applied to cynicism in organizations.

This article focuses on the attitudinal dimension of cynicism, discussing “unlearning” as a possible method for addressing cynicism that can be used to supplement, but not necessarily replace, other methods that have proven effective.

Cynicism in organizations has received notable research attention. This article contributes to this important topic by exploring “unlearning” as a supplemental approach or perspective for addressing cynicism with the intent of generating ideas and encouraging further exploration of the feasibility of this approach.

The purpose of this article is to provide a set of practical recommendations or strategies for reducing the potential apathy and/or perceived loss of meaning that may accompany the overuse of common or popular management terms.

The article summarizes possible unintended consequences (i.e. apathy and perceived loss of meaning) that could develop as a result of repetition or overuse that may be associated with the growing popularity of certain management terms as they emerge. Recommendations for minimizing these unintended consequences are provided.

Four recommendations for reducing/minimizing potential apathy or perceived loss of meaning that may be associated with overuse of popular management terms are outlined. Two contemporary management terms (innovation and quality) that have been characterized as overused are utilized for illustration purposes to highlight the application of select recommendations. These recommendations include: acknowledging the potential for apathy; providing a context for the overused term; the use of synonyms; and discussing personal perceptions associated with the term.

The article provides a relatively pragmatic perspective on the unintended consequences of apathy and perceived loss of meaning that may develop as management terms emerge, gain popularity, and potentially become overused. Practical recommendations/strategies for reducing/minimizing these unintended consequences are discussed.

Workers in today's organizations face increasing pressures and demands that often impinge the time available for them to pursue activities to enrich their quality of work life.

This article summarizes four simple habits.

This article summarizes four simple habits, with minimal time and cost requirements, that individuals may want to consider adopting in their quest for work life enrichment.

Suggests taking time away from technology in order to interact with colleagues directly, and highlights the importance of humor, collaboration and gratitude in increasing workplace wellbeing.

This study aims to examine important situational factors impacting expatriate compensation and common practices utilized in compensating expatriates.

A synthesis of literature was reviewed, leading to the identification of numerous situational or contextual factors impacting expatriate compensation. A review of extant literature also identified several customary approaches to expatriate compensation.

A variety of factors can directly affect expatriate compensation, with three primary approaches an organization should consider. These factors include host‐country cost of living, housing, dependent education, tax implications and health care – factors most often incorporated as a component of one of the primary approaches to compensation discussions: destination‐based approach, the balance‐sheet approach, and the international headquarters approach.

This article was intended to enhance understanding of expatriate compensation by collectively examining not only the “how” (primary approaches) but also the “why” (salient contextual or situation factors) firms should consider when determining how to assemble an appropriate package.

Presenting the factors and practices together makes an important contribution to the literature on expatriate compensation by addressing not only the “how” (customary approaches) of expatriate compensation, but also the “why” (salient contextual factors).