Employee turnover is rarely a spontaneous decision. This article examines the organizational dynamics that transform productive employees into departing ones, with particular emphasis on the psychological mechanisms linking voice suppression, trust erosion, and voluntary separation. Drawing on research in organizationa...
Jonathan H. Westover· Human Capital Leadership Rev...· 0 citations
Leadership vacancies are conventionally framed as opportunities for organizational renewal, yet emerging evidence suggests many represent symptoms of deeper systemic dysfunction. This article examines the organizational conditions that render leadership positions unsustainable, with particular attention to how these dy...
Jonathan H. Westover· Human Capital Leadership Rev...· 0 citations
Organizations frequently celebrate low turnover as evidence of healthy workplace culture, yet retention metrics can mask a more insidious problem: the gradual erosion of employee ambition and discretionary effort. This article examines how organizational systems, leadership practices, and structural factors systematica...
Jonathan H. Westover· Human Capital Leadership Rev...· 0 citations
Organizations increasingly face a paradox: while employee engagement initiatives proliferate, workers report feeling more disconnected from their authentic selves than ever before. This phenomenon—termed identity incongruence or workplace inauthenticity—occurs when individuals must consistently suppress their values, b...
Jonathan H. Westover· Human Capital Leadership Rev...· 0 citations
Organizations increasingly recognize that sustainable competitive advantage stems not from consensus, but from the productive harnessing of cognitive diversity and constructive dissent. This article examines the evidence linking psychological safety—defined as a shared belief that interpersonal risk-taking is welcomed—...
Jonathan H. Westover· Human Capital Leadership Rev...· 0 citations
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