The Positive Leader Report 2022

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Running Head: The Positive Leader 0

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Table of Contents
Introduction................................................................................................................................2
Authentic leadership...................................................................................................................2
Professional versus administrative.........................................................................................3
Emotional labor......................................................................................................................4
Blue-collar versus white-collar employees............................................................................4
Generational cohort................................................................................................................5
Emotions....................................................................................................................................5
Conclusion..................................................................................................................................6
References..................................................................................................................................7

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Introduction
This report highlights authentic leadership practices within the organization in a meaningful
way. Authentic leadership allows establishing positive ways to inspire employees within the
organization. It presents the growing area of academy research. This highlight the areas of
leaders members exchange relationships according to perspectives. This is a part that
elaborate dependency of substitute on leader subordinate. There is a concept of psychological
employees have been covered. It covers part of professional employees in the organization by
establishing in the working environment of an organization. Employees within the
organization are the main source for future success and cover part of organizational success.
After it includes relations of all of these and elaborates on different types of leaderships with
the emotions.
Authentic leadership
This is an approach of leadership that built and emphasizes the legitimacy leaders by honest
relations of followers. These leaders provides value to input and built an ethical foundation.
(Weng, 2014) argue that revolves around the ethical behavior of leaders. This is started with
the awareness that allows to build positive relationships, encourage, and inspire employees
inappropriate way. It has a quality of authenticity. This kind of leader consists of the ability to
acknowledge and recognize weakness and strengths. The approach is embraced by leadership
coaches as an alternative to leaders that emphasize profit. This is a growing area in academy
research and begins the fully mature concept.
According to leader-member, exchange theory established many relationships of quality with
followers in a team. This is a concern that present different LMX relationships within a team
that affect outcomes of followers work. There is two approaches "perspective of a team" and
"perspective of followers". Mathieu, Hollenbeck, Jvan Knippenberg and Ilgen, (2017).refers
that perspective leads to too many types of processes that expect different outcome at the
level of team and individual. It is a relationship-based approach that focuses on the dyadic
relationship between followers and leaders. The leader-follower relationship is the main unit
of analysis rather than follower or leader behaviors. Relationships are based on respect, trust,
and emotional relationships. The LMX elaborate on the leadership effect on teams, members,
and organization. It claims that the attitude and behavior of subordinate depend on leader
subordinate.

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Psychological capital is a concept to develop positivity. This is an individual positive
appraisal of possibility and circumstances for success based on motivated perseverance and
effort. Pitichat, Reichard, Kea-Edwards, Middleton and Norman, (2018) refers that
employees by high levels of psychological capital have positive individual attitudes like
satisfaction and more beneficial for the team. Many studies reported that high well-being is
beneficial and present a positive connection for performance in many dimensions.
Lyubovnikova, Legood, Turner and Mamakouka, (2017) described that members feel
towards the team. This is analogous to the commitment of an organization that member of the
team feels for a team. The commitment of employee is analogous and expect the targets of a
team for the larger organization and decrease the lateness in production. Leroy, Anseel,
Gardner and Sels, (2015) emphasized that it suggest the importance of assessing commitment
to aspects of particular work and relies on measuring the general commitment to specific
aspects of work rather than relying on general organizational commitment to calculate
specific behavior. There is adopted to examine principles that include discipline, self-
awareness, balanced processing, rational transparency, and psychological capital. There is a
brief description of each dimension is adopted and presents that individual represents own
strengthen, weakness, and motivation to other perception for work practices.
Employees emphasize and display behavior that is guided by values and moral standards
(Chen and Hou, 2016). Employees display their feelings and thoughts for devoting genuine
interpersonal interaction. It indicates that employees analyze all relevant information that is
necessary for decision making. Psychological capital supports to leader and employees by
building capacities of optimism, confidence, resiliency, and hope to enact role as principles.
There is an underlying statement that authentic leader increases great quality LMX with
employees and have an effect on employee authenticity. Authentic leadership is a positive
model of behavior that has the same values and more authentic for the development of high-
quality relationships. These achieve the correlated goals by the webs of relationships and
develop high-quality positive effect for well-being between followers.
Professional versus administrative
Organizations have a position to feel by a person that essentially filled by administrative
professionals. There is a concept of Psychological capital build by continuous learning and
advice. These both are served by professional and administrative employees. It develops
support as well as position for organization wellbeing. According to Luthans and Youssef-

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Morgan, (2017). psychological capital built by profession to work that consists business
correspondence, electronic systems of filling, managing individual projects, maintaining a
database, offline creating, scheduling executives and systems for departments and individual
to maintain inventories and so on. This supports to decide on the organization on behalf of
professional and administrative. These supported to act strategically with a business partner
to support organization work. Psychological capital built administrative and professional
employees highly composed for greet and assist organization customers and visitors as well
as executives, managers, and other staff. This is established by the first impression of the
organization that usually assist for interact with voice and face.
These supported to build statistic for positions to incorporate with tasks and duties. These
built by the basis of performance and success coach of advisor globally. Acording to
Psychological capital, these are developed by a growing body of work in psychology. The
study of positive emotion accomplished by good relationships. This built by promoting
flourishing or optimal function in employees by collectively sources in an organization.
These are developed by creating and understanding conditions to promote positive
organizational behavior. This concept establishes by emerging psychological capital that
refers to strengths of hope optimism, resilience, and efficacy. This is evaluated by empirically
linked to improved life and job satisfaction. This is considered as a high potential source for
organization competitive advantage.
Emotional labor
This is generally accepted principle that notions of economic or financial capital or broader
human/social capital develop a specific focus on psychological capital to embraced by
organization forward-thinking. A group focused on the financial bottom line enhanced by
focus. As Thompson, Lemmon and Walter (2015) highlighted that the organization
successfully uses leverages to unchartered territories of thriving and excellence for
employees. Hope is an important component for the human spirit to carrier deep within the
core belief that thing changed for better and cognitive procedure motives individuals to
believe a sense of personal agency to effect and overcome from barriers by personal goals.
This influence willingness to accomplish and set increased challenging goals. This linked to
increase resiliency and enhance the effectiveness of performance for retention and
satisfaction (Pradhan, Jena and Bhattacharya, 2016).

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By recognizing intervention support work by including employees to enhance quality with
their goal setting and perceived abilities to achieve goals. Leaders work with their employees
to enhance and identify goals by facilitating the mastery of new skills. It is also an important
thing to assist employees by re-going to decrease false hope and negative impact on its
psychological capital. This support to reduce complex goals in manageable bite by
celebrating task achievement with new observed emotions or behaviors through the goal
achievement process (Knights and Thanem, 2017).
Blue-collar versus white-collar employees
These are closely linked with work best explained as employee individuals adopt a style of an
attribute that explains events of positive life by permanent and personal cause and damage
events by temporary and external causes. The positive impact of achieving outlook builds
expectancies at a positive level and turn employees by motivating them for committed goals
by copping techniques and reduce self-doubt. Increase the level of optimism in the
organization linked to blue-collar and white-collar employees by establishing learning cope
with optimism development. Employees become pessimistic by the consistency of attainable
goals to lead and develop by knowing expectations and assist them for expectations with
effective objective setting strategies (Saraç, Meydan and Efil, 2017).
Abilities to bounce back of employees are adversity and emerge stronger from events to pitch
that mark report to received workplace quality. It is important to note that seemingly
potentially overwhelming event. This enhanced accountability and responsibility by a view
that observed and admired by high unique individuals by positive psychology research that
develops levels of resiliency. It is important that get up and go again for employees to each
time and set back with bounce back and beyond. There are three approaches developed for
resiliency in the workplace (Lappalainen, Saunila, Ukko, Rantala and Rantanen, 2019). A
supportive environment of senior leaders, colleagues, and manager develops these. By the
support of genuine care, trustworthy ethical culture and typified by right think of decision
making that enables an employee to more productive in a collaborative environment of
learning by fostering relation of work.
Generational cohort
This concept of psychological capital employees is concerned by building belief in abilities to
successfully achieve and set confident success in a meaningful task. The higher level of self-
efficacy influence attention to take on a challenging objective and committed to putting

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efforts to achieve. These believe that promotion meets demanding and generate an innovative
solution to achieving efforts at a high level and established practices. This built employee to
strength their efficacy by practices. This support to focus on past success and similar same for
the current challenge. It supports them to enhance awareness of personal success. By
observing other success its support to create self-belief in own ability. Social persuasion
support to create conditions to experience success and understand frame for the emotional
response for high levels. Organizations in today time have multiple demands and demonstrate
programs for competitive advantage and deliver strategies to establish knowledge and
experience of work practices.
Emotions
Emotion is a critical feeling that accompanied by physiological behavior. Emotion is
expressive as motivate to extent activities of human for certain goals and influence feelings.
The psychological component of emotions consists of reactions that occur by the arousal of
the nervous system. These managed by management by conscious practices. These elaborated
that effort, planning, and control express desire of organization during interpersonal
transactions. These include dimensions like interactions frequency, attentiveness, a variety of
emotions, and emotional dissonance. This consists of organizational expectations with
interactions of customer's with emotions that are discrepant by true feelings. Employees
modify situation according to change and involve adjustment according to the situation. This
is necessary to present appropriate emotions for a situation by suppressing feelings. People
can prevent expressions by behavioral actions and increase actions of the autonomic nervous
system. There are many theories of emotions within the organization that play a role at five-
levels: organizational, group, dyadic, individual, and within a person.
Emotions in the organization have focused control and examine aspects to create and
maintain hierarchies. Leadership excellence supports the suggestion to relational competency
by commonly referring factors in the performance of manager, employee, and leader. Leaders
received a rating of performance according to the participant emotions. Emotions described
terms to present in organization forms directly and produce emotions to set expressions to
defense meetings. The effectiveness of emotions presents a component that includes a
message to combine different components for the acceptance of responsibilities for care and
help. Research indicates that components determine the level of forgiveness of concerns.

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Conclusion
This paper highlighted the clue and areas of the business to investigate leadership style by
including the relationship between authentic leadership, leader’s member exchange, and
employee’s psychological capital. It covers the main part to build the psychological capital in
different types of employees like professional versus administrative employees, emotional
labor, blue-collar versus white-collar employees and generational cohort, and emotions that
impact performance. Emotions prescribed organization and subjects to manage, control, and
experience among employees. The range of intensity expressed by employees to come
together and move according to the scientific method to extract the complexity of data.

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References
Chen, A.S.Y. and Hou, Y.H., 2016. The effects of ethical leadership, voice behavior and
climates for innovation on creativity: A moderated mediation examination. The Leadership
Quarterly, 27(1), pp.1-13.
Knights, D. and Thanem, T., 2017. Embodying emotional labour. In Gender, bodies and
work (pp. 31-43). United Kingdom: Routledge.
Lappalainen, P., Saunila, M., Ukko, J., Rantala, T. and Rantanen, H., 2019. Managing
performance through employee attributes: implications for employee
engagement. International Journal of Productivity and Performance Management.
Leroy, H., Anseel, F., Gardner, W.L. and Sels, L., 2015. Authentic leadership, authentic
followership, basic need satisfaction, and work role performance: A cross-level
study. Journal of management, 41(6), pp.1677-1697.
Luthans, F. and Youssef-Morgan, C.M., 2017. Psychological capital: An evidence-based
positive approach. Annual Review of Organizational Psychology and Organizational
Behavior, 4, pp.339-366.
Lyubovnikova, J., Legood, A., Turner, N. and Mamakouka, A., 2017. How authentic
leadership influences team performance: The mediating role of team reflexivity. Journal of
business Ethics, 141(1), pp.59-70.
Mathieu, J.E., Hollenbeck, J.R., van Knippenberg, D. and Ilgen, D.R., 2017. A century of
work teams in the Journal of Applied Psychology. Journal of applied psychology, 102(3),
p.452.

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Pitichat, T., Reichard, R.J., Kea-Edwards, A., Middleton, E. and Norman, S.M., 2018.
Psychological capital for leader development. Journal of Leadership & Organizational
Studies, 25(1), pp.47-62.
Pradhan, R.K., Jena, L.K. and Bhattacharya, P., 2016. Impact of psychological capital on
organizational citizenship behavior: Moderating role of emotional intelligence. Cogent
Business & Management, 3(1), p.1194174.
Saraç, M., Meydan, B. and Efil, I., 2017. Does the relationship between person–organization
fit and work attitudes differ for blue-collar and white-collar employees?. Management
Research Review, 40(10), pp.1081-1099.
Thompson, K.R., Lemmon, G. and Walter, T.J., 2015. Employee engagement and positive
psychological capital. Organizational Dynamics, 44(3), pp.185-195.