When Lakshmi Ramarajan worked for a non-profit organization several years ago, she noticed a high turnover rate among the employees. It wasn’t because of the work itself, but because of the organization’s management. “Employees were passionate about their jobs, but felt disrespected by their managers,” says Ramarajan. “The employees were belittled and patronized, and often publicly chastised for challenging the status-quo.” Complaints about the negative work environment “were met with inertia or rejected out of hand. Eventually a lot of employees left.” That experience led to a research paper co-authored by Ramarajan, now a doctoral student in the Wharton management department, and Wharton management professor Sigal Barsade titled, “What Makes the Job Tough?…