Positive Leadership: Convincing Management to Improve Performance

This presentation aims to demonstrate the justifications for management to take necessary steps to improve employee performance through positive leadership. It discusses various leadership styles such as democratic, participative, bureaucratic, and autocratic, highlighting the importance of positive leadership in fostering communication and employee wellbeing. The presentation emphasizes the link between employee engagement and performance, explaining how positive leadership can enhance energy, efficiency, and involvement in work. It also addresses the negative impacts of improper leadership and provides references to support the arguments for implementing positive leadership strategies to boost employee engagement and overall performance. Desklib offers a wealth of similar resources for students seeking assistance with their studies.

IDEA TO IMPROVE THE
PERFORMANCE OF EMPLOYEES

Aim
The aim of the presentation is
To show the proper justifications so that the
management of the organization can
convinced about the about taking necessary
steps to improve the performance of the
employees.

Leadership for improving the
organizational functionality:
 The main responsibility of the leader is
to motivate the employees in order to
achieve the organizational goals.
 In this situation the perception and the
experience of the leader plays an
important role for motivating the
employees.

Styles of leadership:
Democratic leadership:
 Democratic leader will take the opinions of
all the employees.
 These leader will make the final decision on
the basis of the opinions provided by the
employees.
Participative leadership style:
 Leadership style allows the participation of
all the employees and the team members of the
organization in the decision making process.
 The leader will guide the employees and
implement the right action for meeting the

Cont..
Bureaucratic leadership:
 Bureaucratic leaders impose strict rules and
regulations on the employees of the organization.
 This kind of leadership is not flexible and the changes
in the organization may not be possible easily as there
are many
Autocratic leadership:
 Autocratic leaders take decision making is line by the
leader himself.
 The leader can use either positive or negative
leadership as the decision is solely taken by them.
 The result or outcome of the leadership is dependent
upon the approach of the leadership.

Effect of the positive leadership
Leadership have two different categorization-
 Positive leadership
 Negative leadership.
The positive leadership allows proper flow of
communication between the leaders and the
employees.
In case of negative leadership, the leader may be
treated as the outsider for the employees.
Employees make decision making process can
make the employees not interested about their

Employee wellbeing and the engagement of
the employees in the organization:
 There is a relation between the well
being of the employees in the organization
and the engagement of the employees in
the organization.
 If the leader is concern about the
wellbeing of the employees in the
organization , the impact of the action 21of
the leader is positive on the employees
(Quintana, Park and Cabrera 2014).

Impact of improper leadership in
the organization:
 Absence of leadership in the
organization, results in improper
understanding of the objective of
organization .
 It also helps in making the employee
understandable regarding the actions
needed to follow for accomplishment of
the aims for organization.

Leadership and employee engagement:
 Bad leaders cannot motivate their
subordinates to remain associated with their
work (O’Neill, Sohal and Teng 2016).
 Employees may get deceived and the issues
and the problems of the employees may not be
noticed by the management.
 This can lead to distraction of the projects in
the organization resulting in poor handling of
organizational goals

Employee engagement and its link in
improving the performance:
 Employee engagement in the organization is
defined by the level of the energy, efficiency and
the involvement in the work (Zacher, Robinson
and Rosing 2016).
 The positive leadership have certain impact
on the enhancing all these three factors of the
employees.
 The engagement of the work is directly
related to the productivity and employee

Cont..
 It has been seen that the engaged employee
will devote more energy and time for doing his
or her part of work.
This will increase the efficiency of the work
(Bhuvanaiah and Raya 2015).
 The motivation will come from the positive
leadership in the organization.
Thus,
It can be said that the positive leadership can
have productive impact on the employee
engagement and increase of the performance
of the employees.

References
Atmojo, M., 2015. The influence of transformational leadership on job satisfaction,
organizational commitment, and employee performance. International research
journal of business studies, 5(2).
Bhuvanaiah, T. and Raya, R.P., 2015. Mechanism of improved performance: Intrinsic
motivation and employee engagement. SCMS Journal of Indian Management, 12(4),
p.92.
Gambi, L.D.N., Boer, H., Gerolamo, M.C., Jørgensen, F. and Carpinetti, L.C.R., 2015.
The relationship between organizational culture and quality techniques, and its impact
on operational performance. International Journal of Operations & Production
Management, 35(10), pp.1460-1484.
O’Neill, P., Sohal, A. and Teng, C.W., 2016. Quality management approaches and their
impact on firms׳ financial performance–An Australian study. International Journal of
Production Economics, 171, pp.381-393.
Quintana, T.A., Park, S. and Cabrera, Y.A., 2015. Assessing the effects of leadership
styles on employees’ outcomes in international luxury hotels. Journal of Business
ethics, 129(2), pp.469-489.
Valmohammadi, C. and Roshanzamir, S., 2015. The guidelines of improvement:
Relations among organizational culture, TQM and performance. International Journal
of Production Economics, 164, pp.167-178.
Yang, Y., Lee, P.K. and Cheng, T.C.E., 2016. Continuous improvement competence,
employee creativity, and new service development performance: A frontline employee
perspective. International Journal of Production Economics, 171, pp.275-288.

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