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
• 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 .