Positive Leadership: Strategies for Productivity and Well-being

This presentation explores the characteristics of positive leaders and their impact on enhancing communication skills, boosting knowledge, and fostering a positive professional setting. It defines leaders as higher authorities who supervise employees, control team activities, provide feedback, enhance engagement, and resolve conflicts. Key characteristics of positive leaders include positive behavior, attitude, and thinking, along with effective issue management and worker coordination. The presentation emphasizes strategies such as training to boost productivity and well-being by enhancing skills, confidence, and providing guidance. It also addresses emotional labor, particularly in nurses, highlighting the importance of training to improve patient care, retention, and communication skills. Furthermore, the presentation covers how training enhances interpersonal, problem-solving, convincing, teamwork, and marketing skills, ultimately leading to improved client satisfaction and long-term relationships. The presentation references several studies to support its claims, providing a comprehensive overview of positive leadership and its benefits.

POSITIVE LEADERS

AIM OF THE PRESENTATION
To enhance communication skills.
To boost knowledge
Helps to know the background
of the professional setting.

MEANING OF LEADERS?
 Higher authority.
 Supervise the employees.
 Control the team activities.
 Give feedback to employees.
 Enhance engagement level
of the workers.
 Resolve conflicts
(Johnson, 2017).

POSITIVE LEADER CHARACTERISTIC
 Characteristic : Positive behavior
a.) behave in a positive way.
b.) positive attitude.
c.) Think positively.
d.) deals with the issues in
an effective manner.
e.) coordinate with the workers
(McKenna and Wenzel, 2016).

STRATEGY TO BOOST PRODUCTIVITY AND
WELL BEING
Strategy : (training).
 Enhance skills.
 Boost confidence.
 Provide guidance.
 Helps to evaluate the employees weakness.
 Boost working pattern
(Zheng and Wang, 2018).

EMOTIONAL LABOR: NURSES AS THE
EMPLOYEE
 Employee : Nurses
a.) know how to treat with patients.
b.) take care of patients.
c.) maintain the documents of the patients.
d.) they have set goals.

TRAINING TO NURSES
 Enhance the knowledge of taking care of the patients.
 High retention.
 Induce the fresh talents.
 Can find strength and weakness.
 Maintain long term relation with patients.

TRAINING BOOST THE SKILL RELATED TO
COMMUNICATION
 Enhance interaction.
 Can take proper care.
 Enhance level of engagement.
 Boost client satisfaction.
 Nurses can analyze the problems.

TRAINING MAINTAINS INTERPERSONAL
SKILLS
 Long term relation with patients.
 Boost positivity.
 Inspire the management.
 Helps to control the emotions
(Lyu and Zhu, 2017).

TRAINING BOOST PROBLEM SOLVING SKILLS
 Helps to consider appropriate measures.
 Dealing with complex situation.
 Know the techniques to solve issues.
 Cooperate with other employees.

TRAINING BOOST CONVINCING SKILL
 Enhance the skill of convincing patients.
 Get to know the mindset of patients.
 Give feedback.
 Clients can be happy.

TRAINING INCREASES THE TEAM WORK
SKILLS
 Coordination.
 Cooperation.
 Positive behavior.
 Control activities.
 Decision making power.

TRAINING BOOST MARKETING SKILLS
 Attract the clients.
 Convince the customers.
 Create long relation with customers.
 Not a one time service.
 enhance the knowledge of the process
(Haug et al., 2016).

REFERENCES
 Lyu, Y. and Zhu, H., 2017. The Predictive Effects of Workplace
Ostracism on Employee Attitudes: A Job Embeddedness
Perspective. Journal of Business Ethics, pp.1-13.
 Johnson, C.E., 2017. Meeting the ethical challenges of leadership:
Casting light or shadow. Sage Publications.
 McKenna, R. and Wenzel, K.K., 2016. Developing whole leaders for the
whole world. The Journal of Values-Based Leadership, 9(1), p.12.
 Zheng, L. and Wang, J., 2018. Diagnosis and Efficacy Improvement of
Staff Training in Medium-and Small-Sized Private
Enterprises. American Journal of Industrial and Business
Management, 8(03), p.710.
 Haug, N.A., Kieschnick, D., Sottile, J.E., Babson, K.A., Vandrey, R. and
Bonn-Miller, M.O., 2016. Training and practices of cannabis dispensary
staff. Cannabis and cannabinoid research, 1(1), pp.244-251.