Leadership Tools for Enhancing Employee Happiness: A Detailed Report

This report delves into the concept of the 'happiness factor' in the workplace, defining it as the elements contributing to employee satisfaction, including social relationships, financial compensation, thinking styles, company culture, and work environment. The report explores how leaders can measure employee happiness using methods like traffic light surveys and open discussions. It identifies key leadership tools such as reciprocity, conflict resolution, and team building as effective strategies for fostering a happier and more productive work environment. The report emphasizes the importance of understanding employee needs, resolving conflicts, and promoting team cohesion to enhance overall job satisfaction and organizational success. The provided references support the arguments and provide further insights into the subject matter.

Running head: HAPPINESS FACTOR
HAPPINESS FACTOR
Name of the Student
Name of the University
Author note

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What is your operational definition of the ‘happiness factor’?
Operational definition of the happiness factor can be stated as the point or multiple points
that are responsible for the happiness of the employees. The factors are namely social
relationship, money that he or she is earning, thinking style, society and the work culture.
Social relationship acts as the major factor of happiness. In case the relationship of an
employee with other employee is good and share a strong bond, the employee is considered to be
happy. Same goes for any other person (Chia & Chu 2016). The money that is being earned by
an individual and the amount of work that he has been doing also acts as a happiness factor. With
a positive thought process an individual is expected to have a happier life and hence it acts as a
happiness factor. Work culture where one is working is also another major happiness factor that
is to be considered (Othman et al, 2018). In case the work culture is not good and the individual
is not satisfied with the work culture chances of being happy at a constant rate is impossible.
How can a leader measure employees’ happiness?
A leader can perform traffic light survey in the process of knowing and measuring of the
happiness of the employees. With every question, lights are to be shown. The green light
indicates happiness of the employee, whereas the yellow light depicts that the employee is
content and the red light indicates that the employees are unhappy. Performing open discussion
with the employee’s also helps in better understanding of the employee mentality in the
organization. In this case the team meets on a single day and the issues that are being faced by
the team members are discussed (Al-Ali et al, 2019). Not only the problems are detected but also
strategies to eliminate the problem is found out and hence wise helping the leader to understand
whether the employees are happy or they are unhappy.

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What are some leadership tools that may foster happiness in the workplace?
The strategic leadership tool that can be implemented for increasing happiness in the
work place are as follows: -
 Reciprocity: By this tool, the leader gets to understand the demands and the expectations
of the employees and hence wise take steps to fulfil the expectations in order to make
them happy.
 Conflict resolution: This tool is based on understanding the issue that is present in
between the employees and hence wise take steps to mitigate and eliminate the gap in
between the set of employees (Pepey et al, 2016). In case the issue is resolved, the main
advantage that is achieved is that better work culture can be developed and hence wise
fostering of happiness can be claimed by the leader.
 Team building also acts as an important leadership tool that will be responsible for
proposing the happiness to the employees of the organization. With proper team
development, growth of individual employees are expected as well. This will help them
grow financially as well. Hence as per the satisfying of the happiness factor, they will be
happy.

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References
Al-Ali, W., Ameen, A., Isaac, O., Khalifa, G. S., & Hamoud, A. (2019). The Mediating Effect of
Job Happiness on the Relationship between Job Satisfaction and Employee Performance
and Turnover Intentions: A Case Study on the Oil and Gas Industry in the United Arab
Emirates. J. Bus. Retail Manag. Res, 13, 1-15
https://www.researchgate.net/profile/Gamal_Khalifa/publication/
334275388_The_mediating_effect_of_job_happiness_on_the_relationship_between_job_satisfac
tion_and_employee_performance_and_turnover_intentions_A_case_study_on_the_oil_and_gas_
industry_in_the_United_Arab_Emirates/links/5d240bcb299bf1547ca4f405/The-mediating-
effect-of-job-happiness-on-the-relationship-between-job-satisfaction-and-employee-
performance-and-turnover-intentions-A-case-study-on-the-oil-and-gas-industry-in-the-United-
Arab-Emirates.pdf
Chia, Y. M., & Chu, M. J. (2016). Moderating effects of presenteeism on the stress-happiness
relationship of hotel employees: A note. International Journal of Hospitality
Management, 55, 52-56.
https://www.research.ed.ac.uk/portal/files/24569219/YEW_MAN.pdf
Othman, A. K., Mahmud, Z., Noranee, S., & Noordin, F. (2018, March). Measuring employee
happiness: Analyzing the dimensionality of employee engagement. In International
Conference on Kansei Engineering & Emotion Research (pp. 863-869). Springer,
Singapore.
http://iranarze.ir/wp-content/uploads/2018/05/E7429-IranArze.pdf

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Pepey, M., De Jesus, E., Rubino, M., Morote, E. S., & Perry, S. M. (2016). Happiness at Work:
Organizational Culture, Job Embeddedness, and Continuance Commitment. Job
Embeddedness, and Continuance Commitment (February 2, 2016).
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2726452&download=yes