The Positive Leader: Impact on Organizational Performance

This presentation explores the impact of positive leaders on organizational performance through psychological capital, work harassment, supportive work practices, and more. It discusses how psychological capital can reduce stress and turnover, how work harassment can be overcome through proper management systems, and how supportive work practices can create a positive working environment. The presentation also covers the contagion effect of global leaders' positive psychological capital on followers. The bibliography includes sources such as The International Journal of Human Resource Management and Cornell Hospitality Quarterly.

The positive leader

Introduction
The topic focused on the aspects of a positive
leader
The leaders know to influence the behaviours
of employees positively
This can improve the performances of
employees and improve the organisational
performance too
The five articles are followed to understand
the impacts that positive leaders can cerate
for the organisation

Psychological capital
Psychological capital is a major aspect that focuses
on the reduction of stress and turnover of employees
It is the duty of the human resource manager to
manage the psychological capital and combat with
the occupational stress faced by the employees
With the management of psychological capital, the
job behaviours change (Story et al. 2013)
The PsyCap components allow for managing the
stressful behaviours and make individuals flexible to
the changing demands and preferences.

The relationship between hope, job
satisfaction and organisational commitment
are major aspects of psychological capital
With the use of psychological capital, dealing
with the challenging working environment
will be easy
The major components of PsyCap include
efficiency, hope, optimism and resilience.
This will assist in overcoming the employee
vulnerabilities and weaknesses too

Overcoming work harassment
The New Public Management (NPM) reforms
are implemented to enhance the business
performance and effectiveness.
Proper budgetary controls, accountability and
improved management systems are
implemented for keeping the employees
engaged (Avey, Luthans and Jensen 2009)
The intrinsic motivation can be helpful for
making the employees deliver some extra and
ensure that they at least meet the actual targets

The Social Exchange Theory or SET helps in
managing the tangible and intangible
outcomes for the various stakeholders
The SET theory also monitors the
organisational hierarchy levels and checks
the quality of activities managed by the
employees
This enhances the mutual reciprocity
between the employees
OCB influences positive employee behaviours
and can reduce the turnover too.

Additive Value of Positive Psychological
Capital
The positive organisational behaviour or POB is
introduced within the workplace for managing
the human resources properly.
The psychological resources have influenced
the motivation level and created pathways for
meeting the goals and objectives (Xerri et al.
2016).
PsyCap is a construct that has managed the
positive traits and ensured that the employees
manage the values and beliefs properly.

PsyCap enhances the developmental and
conceptualised nature for making the
employees bounce back during critical
situations
This would improve their engagement level
and improve performances
The PsyCap impacts positively through
organisational change and triggers positive
emotions too

Impact of supportive work practices
The psychological positive impact can make
the employees feel interested in their job
roles
Engaging them through monetary and
monetary rewards could be beneficial for
establishing positive relationships among
them (Xerri et al. 2016)
This would make them feel engaged and
create a positive working environment and
culture too.

A supportive service climate promotes
betterment of customer service performance
The supportive HR practices can make the
employees understand their roles and
responsibilities properly
The performance incentives and training can
also make them engaged altogether and work
as an unit

Contagion effect of global leaders' positive
psychological capital
International human resource management face
issues regarding the changing work
arrangements
The IHRM approaches manage the
establishment of positive behaviours among
individuals and cerate higher quality leader
follower relationships
The leaders and employees could form good
relationships and this would encourage them to
work together as an unit too (Michel, Kavanagh
and Tracey 2013).

Bibliography
Story, J.S., Youssef, C.M., Luthans, F., Barbuto, J.E. and Bovaird, J.,
2013. Contagion effect of global leaders' positive psychological capital
on followers: does distance and quality of relationship matter?. The
International Journal of Human Resource Management, 24(13),
pp.2534-2553.
Avey, J.B., Luthans, F. and Jensen, S.M., 2009. Psychological capital: A
positive resource for combating employee stress and turnover. Human
resource management, 48(5), pp.677-693.
Xerri, M., Farr-Wharton, R., Brunetto, Y. and Lambries, D., 2016. Work
harassment and local government employees: Australia and USA.
International Journal of Public Sector Management, 29(1), pp.54-71.
Michel, J.W., Kavanagh, M.J. and Tracey, J.B., 2013. Got support? The
impact of supportive work practices on the perceptions, motivation,
and behavior of customer-contact employees. Cornell Hospitality
Quarterly, 54(2), pp.161-173.

Thank you