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Negative feedback has been repeatedly identified as beneficial for organizational learning, adaptability, and performance. Despite having these advantages, most organizations still do not use negative feedback to its full potential, as they fail to spread it correctly among their members. The application of negative feedback, therefore, faces several issues like misuse or process avoidance that are mostly driven by psychological factors. The purpose of this paper is to discuss potential benefits of a newly emerged organizational approach called radical candor for contemporary state of the art in feedback-related behavior and to propose how it might be successfully applied in organizational settings. We define radical candor as a proactive and compassionate engagement in an unpleasant and direct feedback process. Radical candor may help reduce the influence of psychological factors like extreme levels of attachment, harsh emotions or low self-esteem in order to make organizational members more engaged and satisfied with the negative feedback process. Organizations willing to apply radical candor might consider either official implementation from top to bottom (through managers and leadership) or unofficial intervention through the agents (employees of all levels) depending on company characteristics.

This paper focuses on the current state of art in mindfulness research on workplace and identi es some of the necessary steps and risks in the creation of mindful leadership theory. Mindfulness has the potential to e ectively address three topical organizational challenges of growing demands on adaptability, prevailing issues of work-related stress and the necessity to raise the moral level in organizations. Current studies seem to suitably respond to the issues of work-related stress; however, the challenges of adaptability and morality so far lack appropriate empirical validation. Lack of empirical support is also noticeable in the case of mindful leadership theory as most studies still focus solely on individual leader development. However, it is important to start to discuss the suitable core variables of mindful leadership now as a clear di erentiation from other leadership approaches like authentic leadership will be crucial for successful creation of mindful leadership theory. This paper also presents recommendations for entrepreneurs and managers willing to incorporate mindfulness into their organizational settings.

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