Positive Leadership Skills for Employee Engagement and Well-being

The presentation discusses positive leadership skills to convince management for an idea that would help in enhancing the well-being of the employees. It covers the importance of positive leadership, skills of positive leadership, impact of positive leadership, and how employee performance can be improved. It also suggests ways to convince management to implement the ideas and nurture the growth of the company.

T e Po iti e leader
h s v
Po iti e leader ip ill to con ince mana ement oard os v sh sk s v g (B f
irector or an idea t at o ld impro e emplo ee en a ementD ) f h w u v y g g
and ell einw b g

Pre entation Aims
T e pre entation aim at di c in t e idea t ath s s s uss g h s h
o ld elp in con incin t e mana ement o t ew u h v g h g f h
compan or an idea t at o ld elp in en ancin t ey f h w u h h g h
ell ein o t e emplo eew b g f h y s.

at i po iti e leader ipWh s s v sh
eader ip it a po iti e mind etL sh w h s v s .
t i en an indi id al eep c ec in t eI s wh v u k h k g h
realit and ta ro nded in reality s y g u y
T e po iti e leader i t e one o teac eh s v s h wh h s,
in pire and moti ates s v s ( orner et alF , ., 2015).

mportance o po iti e leader ipI f s v sh
• t i t e ame c an er or t e orI s h g h g f h w k
• t create e impact on t e c lt re andI s hug h u u
en ironment o t e or ani ationv f h g z
• reate ent ia m at orC s hus s w k
• ncrea e prod cti it and alit o orI s s u v y qu y f w k
• Moti ate tav s s ff ( el tander and atiN , S L f, 2015).

ill o po iti e leader ipSk s f s v sh
• one tH s y
• no led eK w g
• Time mana ementg
• A ilit to andle criticalb y h
i e nder pre ressu s u ssu
• pen omm nicationO C u
• M lti ta in a ilitu sk g b y
in me er(D k y , 2017).

mpact o Po iti e leader ipI f s v sh
• oo t teamB s s
prod cti itu v y
• n anced oE h j b
ati actions sf
• etter en a ement andB g g
ell ein o emplo eew b g f y s
• etter per ormanceB f
oni ell and mit(B w S h,
2018)

o emplo ee per ormance can eH w y f b
impro edv ?
 mplo ee en a ement
E y g g
 larit o role and ta
C y f s sks
 mportance to en ine
I
g u
eed ac
f b ks
 Tran parenc
s y
 ecti e comm nication
Eff v u

o emplo ee per ormance can e impro edH w y f b v ?n a ed or orce i more
E g g w kf s
prod cti e or t e compan
u v f h
y
T e are committed
h y
,
ent ia tic and a e po iti e
hus s h v s v
mind et or t e or ani ation
-s f h g s
mplo ee en a ement andE y g g
ell einW b g
mplo ee en a ement i t eE y g g s h
concept o nder tandin t ef u s g h
relation ip et een t esh b w h
emplo er and emplo eey y .
mplo ee en a ement iE y g g s
clo el related to emplo ees y y
ell ein ello a et alw b g (K w y, .,
2013).

elation ip et een mplo ee en a ement and ell ein
R sh b w E y g g
w b g

o emplo ee per ormance can eH w y f b
impro edv ?
larit o role and taC y f s sks
T e emplo ee can impro e ith y v s
per ormance en e af wh h h s
clarit o er i role and tay v h s s sks.
t e no at i e pectedIf h y k w wh s x
o t o t em t e can per ormu f h , h y f
in a etter ab w y.
en ine eed acG u f b ks
eed ac i one o t e e tF b ks s f h b s
a to rin a c an e in t ew y b g h g h
or ani ationg s .
t i e an idea to t eI g v s h
mana ement a o t t eg b u h
po iti e and ne ati e o t es v s g v s f h
or ani ationg s (Al M ar Al ri ai- z y, - f
and Al Moman- y, 2015).

o emplo ee per ormance can eH w y f b
impro edv ?
Tran parencs y
Tran parenc i o clearls y s h w y
t in are et een t eh gs b w h
mana ement and emplo eeg y s.
t impl mean participationI s y s
o t e emplo ee andf h y s
ta e older in t es k h s h
or ani ationg s a adi et al(Sh hz , . .,
2014).
ecti e comm nicationEff v u
omm nication i e c an e oC u s x h g f
idea and emption amons s g
t o or more peoplew .
ecti e comm nication iEff v u s
en t e me a e or p rpo ewh h ss g u s
o t e comm nication i ea ilf h u s s y
and moot l con e eds h y v y .

o to con ince mana ement to implementH w v g
t e ideah s?
t i important to con ince mana ement to implementI s v g
t e idea ic are nece ar or t e ell ein oh s wh h ss y f h w b g f
emplo eey s.
T e pport o mana ement i cr cial or t e ellh su f g s u f h w
ein o t e ole or ani ationb g f h wh g s .

o to con ince mana ement to implementH w v g
t e ideah s?
oard o director can e con inced in certainB f s b v by us g
tep li es s k
 Pilot pro ectj s
 Ta in re ie rom di erent teamk g v ws f ff s
 Meetin and con erencegs f s

o to con ince mana ement to implementH w v g
t e ideah s?
• T e ill e con inced en t e idea areh BOD w b v wh h s
r it l or t e ealt and ell ein o t e olef u fu f h h h w b g f h wh
or ani ationg s .
• it i ort t e time mone and e ortIf s w h h , y ff .
• trate ie ali n it t e o ecti e o t e companIf s g s g w h h bj v s f h y

oncl ionC us
• t can e concl ded t at po iti e leader ip iI b u h s v sh s
e ential or t e ro t o t e or ani ation and orss f h g w h f h g s f
t e ell rin o t e companh w b g f h y.
• e idea are e ted in order to n rt re t eF w s sugg s u u h
ro t o t e compan and to implement t o eg w h f h y h s
idea a are e teds, w ys sugg s .
• T e leader can adopt t e e t met od o t at t eh s h b s h s h h
oard o director can ea il e con incedB f s s y b v .

e erenceR f s
• Al M ar M M M Al ri ai A and Al Moman M Trainin and t mpact on t e Per ormance o- z y, . . ., - f , .D. - y, .O.E., 2015. g I s I h f f
mplo ee at ordanian ni er itie rom t e Per pecti e o mplo ee T e a e o armo ni er it E y s J U v s s f h s v f E y s: h C s f Y uk U v s y.
o rnal o
J u f
d cation and Practice
E u ,
6 pp(32), .128-140.
• Alo tt i a leader ip An ndian model o po iti e leader ip k, K., 2017. Sā v k sh : I f s v sh .
o rnal o ine et ic
J u f bus ss h s ,
142(1),
pp.117-138.
• oni ell and mit A Po iti e p c olo coac in or po iti e leader ip n B w , I. S h, W. ., 2018. s v sy h gy h g f s v sh . I
Po iti e P c olo
s v sy h gy
oac in in Practice
C h g pp o tled e( . 181-200). R u g .
• rin c r der B ks h ö , N., 2014.
trate implementation e actor c allen e and ol tion
S gy
: K y f s, h g s s u s ac elor t e i(B h 's h s s,
ni er it o T enteU v s y f w ).
• in me er D k y , D., 2017.
ill o nco ra ement rin in t t e e t in o r el and t er
Sk s f E u g : B g g Ou h B s Y u s f O h s o tled e. R u g .
• orner one M Parri iden al T iridena Popo and err Po iti e leader ipF , V., J s, .L., sh, D.R., E f k, .J., K , S., v, N. B y, Y.J., 2015. s v sh
ed cation and practice a el determination t eor a ed leader ip de elopment pro ramu : s f h y b s sh v g . nternationalI
ine on erence e or it ABus ss C f 2015. N w Y k C y, US .
• ello a ei and Mc ee M and a Po iti e leader ip and emplo ee ell ein K w y, E.K., W g , H., K , .C. D s, H., 2013. s v sh y w -b g.
o rnal
J u
o eader ip r ani ational t die
f L sh & O g z S u s ,
20 pp(1), .107-117.
• el T tander M and ati n e ti atin po iti e leader ip p c olo ical empo erment orN , ., S , .W. L f, J., 2015. I v s g g s v sh , sy h g w , w k
en a ement and ati action it li e in a c emical ind tr g g s sf w h f h us y.
A o rnal o nd trial P c olo
S J u f I us sy h gy ,
41 pp(1), .1-13.
• a adi a ed A Pir ada a reen and anam mpact o emplo ee moti ation on emplo eeSh hz , I., J v , ., z , S.S., N s , S. Kh , F., 2014. I f y v y
per ormance f .
ropean o rnal o ine and Mana ement
Eu J u f Bus ss
g ,
6 pp(23), .159-166.
• iero i P and ra Po iti e leader ip t nat re antecedent and con e ence Zb wsk , . Gó , K., 2014. s v sh : I s u , s s qu s.
o rnal o
J u f
Po iti e Mana ement
s v g ,
5 pp(1), .85-99.