Positive Leadership: Strategies for Improving Employee Wellbeing in AU

This presentation explores positive leadership strategies for enhancing employee wellbeing and productivity. It defines positive leadership, emphasizing its role in creating an optimistic business environment and motivating employees. The presentation covers the characteristics and strategies of positive leadership, focusing on improving productivity and employee wellbeing. It is grounded in authentic leadership theory and supported by research from various scholars, highlighting the importance of authenticity, positivity, and value-based leadership. The principles of positive leadership, such as commitment to development and capability enhancement, are discussed. The presentation also touches upon the transformation of leadership styles through authentic leadership, emphasizing core values and ethical considerations. It concludes by referencing key studies and authors in the field, reinforcing the evidence-based approach to positive leadership. Desklib offers a variety of solved assignments and past papers for students.

Positive Leadership
Australia

Positive Leadership-Definition
• Strategy helps to create optimistic business
environment.
• It requires higher level of performance.
• It helps to motivate the employees and other
followers.
• The positive leaders are possessed strong
occupational perspective and value-based
foundation.

Topic
• Character of positive leadership.
• Strategies of positive leadership.
• Process of development and improvement
of productivity.
• Process for the wellbeing of the employees.

Aim
• To demonstrate the impacts.
• To deal with the different skills of positive
leadership.
• Act fore the wellbeing of the employees.

Justification theory
• The main theory is authentic leadership
theory.
• Every positive leaders has certain authentic
characters.
• They are working for the betterment of their
followers.
• It helps to categorize the works for the
company.

Cont.
• According to Barbara Frederickson (2014),
“positivity ration is very important within the
leaders to transform the languishing nature of
the employee to flourishing”.
• according to Jessica et al. (2014),
development of diverse leadership theory has
been grown up among the positive leaders
and a brief discussion has been made in the
Journal of Applied Psychology, Organizational
Behaviour and Human Decision Processes.

Cont.
• Hannes Leroy (2015) has pointed it out, the
positive leadership should be authentic and
it occurs only when the individuals are
following their true selves and perform their
role as a leader.
• The author has created focus on the self-
determination theory and concentrated on
the cross-level interaction that strengthen
the relationship between authentic
followership and satisfaction.

Cont.
• W. L. Gardner (2004), “some magic takes
place in the crucible of leadership”.
• According to Murphy and Louis (2018),
authentic leadership theory is very popular
notion and there are certain cacophonies of
various sources that are advocating
strategies for successful leadership skill.

Principles of positive leadership:
• The idea of positive leadership is a choice
where the individuals are engaged in a
continual commitment for the development
of the business.
• positive leadership helps to increase
fortitude and enhance the scope of
capabilities.

Transformation of theory
• According to Jeanette Villegas (2015), authentic
leadership helps to create a style for the
development of personality of the leaders and
sharpen the core values and ethical consideration
in a leader.
• Certain characteristics have been grown up by
the proper application of the positive leadership
such as healing, awareness, persuasion,
conceptualization, foresight, stewardship,
commitment to the growth of people, and
building community.

Cont.
• Amy Cardin (2016) has pointed it out, the
positive leadership theories are common
within the most famous leaders in the world
and there are certain strategies present to
highlight the positive leadership with the
individual.
• A positive leader is a very good listener and
they focussed on the wellbeing of their
followers.

Reference:
• Antonakis, J. and House, R.J., 2014. Instrumental
leadership: Measurement and extension of
transformational–transactional leadership
theory. The Leadership Quarterly, 25(4), pp.746-771.
• 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.
• Dvir, T., Eden, D., Avolio, B.J. and Shamir, B., 2015.
The impact of Transformational Leadership.

Cont.
• 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.
• McCleskey, J.A., 2014. Situational,
transformational, and transactional leadership and
leadership development. Journal of Business
Studies Quarterly, 5(4), p.117.
• Northouse, P.G., 2018. Leadership: Theory and
practice. Sage publications.