Positive Leadership: A Strategy for Employee Well-being and Engagement

This presentation delves into the concept of positive leadership and its profound impact on employee engagement and well-being. It highlights the importance of a positive mindset in leadership, emphasizing skills such as honesty, knowledge, and effective communication. The presentation outlines how positive leadership boosts team productivity, enhances job satisfaction, and improves overall employee performance. Key strategies for improving employee performance, including clarity of roles, genuine feedback, transparency, and effective communication, are discussed. The presentation also addresses how to convince management, particularly the board of directors, to implement these ideas by using pilot projects, gathering reviews from different teams, and holding meetings and conferences. The conclusion reinforces that positive leadership is essential for organizational growth and suggests ways leaders can effectively convince the board of directors to adopt these strategies. Desklib provides a wealth of similar resources and study tools for students.

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
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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
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E y g g
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C y f s sks
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f b ks
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Eff v u

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h y
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ent ia tic and a e po iti e
hus s h v s v
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-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.