Positive Leadership: Strategy for Workplace Communication & Wellbeing

This presentation delves into the concept of positive leadership and its practical application in enhancing workplace communication skills. It references theories such as participative leadership, organizational culture, and conflict management to provide a comprehensive understanding of how positive leadership can improve employee productivity and wellbeing. The presentation outlines actionable steps managers can take to foster positive employee relationships, including encouraging open communication, utilizing participative leadership styles, and providing training opportunities. It also highlights the benefits of positive workplace relationships, such as increased productivity and stronger organizational culture, and discusses the role of social media and technology in facilitating communication. The presentation concludes by emphasizing the importance of creating a supportive and inclusive work environment where employees feel valued and empowered.

Name of the Student:
Name of the University:
Author note:

Development
of positive
workplace
relationship

The definition and theory of
workplace relationship
 As per Paillé et al. (2014) workplace relationships can be defined as
interpersonal relationship between individuals working in the
organisation.
 Workplace friendship can be defined as the relationship which two
individuals enter into voluntarily.

The definition and theory of
workplace relationship contd…
 The superior-subordinate effect refers to the complex workplace
relationship which superiors and subordinates in an organisation share.
 The superior-subordinate theory also mentions that when subordinate
employees perceive legitimate treatment from their superiors, they act
more proactively to deliver higher performances.

The definition and theory of
workplace relationship contd…
 Romantic workplace relationship exists between co-workers who are
involved romantically.
 Family workplace relationships exists between workers who are family
members

Participative leadership theory,
organisational culture theory
and conflict management theory
 The theory participative leadership style refers to the decision making
style where the leaders encourage their subordinates to participate in
the decision making process.
 According to Corfield and Paton (2016), organisational culture refers to
the unique values, beliefs and modes of operations which prevail within
a particular organisation.
 Schad et al.(2016) refers conflict management is the process of
limiting or reducing the negative aspects of conflicts and enhance
positive aspects of conflicts.

Steps to create positive
employee relationship
 The managers should encourage open communication among
employees.
 They should use participative leadership style to encourage employees
to present their ideas while making strategies.
 The managers should encourage the employees to cooperate with
each other while forming strategies.
 The managers should ensure that the senior members of the team do
not bully the junior employees.

Steps to create positive employee
relationship contd…
 The mangers should encourage the employees to express feedback
regarding instructions given or any job related matter.
 The managers should reward the employees who perform well and
overachieve their targets.
 The managers should train the employees to enhance their skills. They
instead of threatening the weak or underperforming employees, should
train them.

Benefits of positive workplace
relationship
 Increase in productivity
 Stronger organisational culture and conflict management

Use of social media and
technology in workplace
relationships
 The managers should encourage their employees to communicate with
each other using technology and social media.
 This would promote stronger relationship among employees across
departments and development more positive organisational culture.

References
 Corfield, A. and Paton, R., 2016. Investigating knowledge management: can KM really change
organisational culture?. Journal of Knowledge Management, 20(1), pp.88-103.
 Dinh, J.E., Lord, R.G., Gardner, W.L., Meuser, J.D., Liden, R.C. and Hu, J., 2014. Leadership theory and
research in the new millennium: Current theoretical trends and changing perspectives. The Leadership
Quarterly, 25(1), pp.36-62.
 Grill, M., Pousette, A., Nielsen, K., Grytnes, R. and Törner, M., 2017. Safety leadership at construction
sites: the importance of rule-oriented and participative leadership. Scandinavian journal of work,
environment & health, 43(4).
 Paillé, P., Chen, Y., Boiral, O. and Jin, J., 2014. The impact of human resource management on
environmental performance: An employee-level study. Journal of Business Ethics, 121(3), pp.451-466.
 Schad, J., Lewis, M.W., Raisch, S. and Smith, W.K., 2016. Paradox research in management science:
Looking back to move forward. The Academy of Management Annals, 10(1), pp.5-64.
 Shen, J. and Benson, J., 2016. When CSR is a social norm: How socially responsible human resource
management affects employee work behavior. Journal of Management, 42(6), pp.1723-1746.
 Tews, M.J., Michel, J.W. and Noe, R.A., 2017. Does fun promote learning? The relationship between fun
in the workplace and informal learning. Journal of Vocational Behavior, 98, pp.46-55.
 Tims, M., Derks, D. and Bakker, A.B., 2016. Job crafting and its relationships with person–job fit and
meaningfulness: A three-wave study. Journal of Vocational Behavior, 92, pp.44-53.

Thank You