Assessment 2: Positive Leadership, Employee Groups, and Performance

This essay examines the relationship between positive leadership, Leader-Member Exchange (LMX), management support, and the psychological capital (PsyCap) of various employee groups. It explores how authentic leadership and effective LMX contribute to building PsyCap, which encompasses optimism, self-efficacy, resilience, and hope. The essay delves into the impact of emotions, both positive and negative, on employee performance, highlighting the influence of leaders' emotional intelligence. It differentiates between various employee types, including professionals, administrative staff, blue-collar versus white-collar workers, and considers the dynamics of different generational cohorts and ethnicities in the workplace. The essay references academic literature to support its arguments, analyzing how these factors interact to influence employee engagement, turnover, commitment, and overall well-being. It emphasizes the importance of fostering a positive work environment to enhance employee outcomes and organizational success.

Management
Positive leadership
Student’s name
8/19/2019

Positive leadership 1
Psychological capital highlights about the optimistic approach which categorized by the
confidence. As, this aspect helps in generating success at the simulation tasks and affects the
overall performance of the organization. It mainly considers 4 factors such as expectation,
resilience, self-efficacy and optimism. As, if a person is having a high level of productivity, self-
assurance and elasticity, they will be more able to perform better. They also generate innovative,
clearer pathway and better performance generation in future. Therefore, physiological
development helps in developing the effective organizational working culture (Alqasmi,
Manzoor, and Hassan, 2015). According to psychological capital, it can be made among the
professional workers by writing various detailed and general objectives, which are to be
accomplished. In this, employees need more confidence and energy to deal with the situations.
Likewise, the use of self-efficacy, and capabilities, majorly work to overcome various obstacles
and manage the prospective situations. Moreover, with observation power and being emotional
also helps them in generating the physiological and psychological awakening.
Administrative employees generates forecasting, programing and certification in order to
overcome the tactical matters which helps in carrying the objectives and goals of the
organization (Goleman, Boyatzis, & McKee, 2011). Other than this, they also customarily and
regulate the exercised the discretion and independent judgement and along with this, they
possess the specialized or the technical lines which requires the training, experience and
knowledge to perform better. In addition, in terms of professional employees they are the people
who are mainly engaged in the practice in law, medicine, architecture, teaching and accounting.
Moreover, they are having an advance type of knowledge in a particular field, which is
distinguished from the general academic educations and from training in the performance of
manual or work. Hence, they know how to perform their job roles inside and out and accordingly
build up the high- performance workforce to achieve the long-term success and sustainability in
business.
Moreover, if we talk about emotions, they have a high impact over the employee’s
performances. Positive and negative emotions highlights about the happiness and the sadness
aspect, as happiness leads to success of employees creative performance whereas sadness depicts
about lower or analytical performance of employees (Boyatzis,2016). It is also seen that the
leaders’ emotions mainly affects the willingness of the employees and their working conditions

Positive leadership 2
within the organization. Moreover, leaders emotions generates awareness, feelings, concern and
develops the intellect of growth wants and enhancing aptitudes within the employees to perform
better and in long run. Whereas negative reactions or the emotions generates less interest in
work, issues, creates obstacles in fulfilling the organization as well as personal goals. Along with
this, generation of team spirits, skills enhancement, leadership qualities are also majorly affected
by the positive emotions. Moreover, negative aspect, lacks positivity within system and affects
the outcomes of the organization as well as employees’ talents and improvements
(Boyatzis,2016).
Blue-collar employees mainly highlight about the skilled personnel who are fully trained and
leads to the specialization in work. Whereas white collar are those who mainly perform various
employment duties in office area, which mainly comprises of accountants, real estate’s agents,
engineers, corporations and agencies. In comparative to blue collars, white-collar employees are
more positive and through this, they provide the better decisions. Psychological capital built the
white-collar employees through motivation and by appreciating them for their workings. As their
work hard and generates the exceptional performance in the organization which finally leads to
the growth of both. As this is all because of the seminars and the training programmes which
generates the positive environment and finally leads to the success and positive state of
development and positive sense and creation of leadership (Goswami, Nair, Beehr, and
Grossenbacher, 2016).
Generational cohort mainly describes the individuals who are experienced and are affected by
their beliefs and habits. Each of generation is influenced by the various factors, which creates the
common value system. There are mainly four different generations such as veterans, baby
boomers and members of generation of X and Y. Each generation exhibits their different
behavior at the workplace. Likewise, baby boomers value the working relationships as a
contributor. Whereas generation X and Y mainly develops an environment which mainly
comprises of potential for career growth, helps in developing their decisions making
opportunities and also make them that much strong so that they can face any workplace
challenge. However, at the same time if they have positive effect they also have negative effects
such as young workers, they do not understand the intensity of work or they do not take
workplace work seriously. Other than this, Generation X generally gets irritated under the

Positive leadership 3
hierarchical direction of elder generations. Hence, each generation are having their own
communication and working style in order to generate success of the firm (Woods, 2016).
Lastly, Different ethnicities highlights that division in between the genders, races and
ethnicities are often exist at the workplace because society as whole bears the scars of past
injustice. This highlights about the treatment someone unfavorably due to the employees’ race.
There were policies regarding the same which every organization needs to follow regardless of
any color or race to which the employees belongs to the job and necessary to the operations of
the business and along with this law also prohibits the discrimination against the employees.
Other than this, it is also seen that no individual can be denied for the equal employment
opportunities because of its birthplace, culture, language characteristics to the specific ethic
group (Mekkodathil, El-Menyar, & Al-Thani, 2016).

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References
Alqasmi, T., Manzoor, S.R. and Hassan, S., 2015. Psychological Capital Intervention towards
Controlling Counterproductive Work Behavior. Abasyn University Journal of Social
Sciences, 8(1).
Goleman, D., Boyatzis, R., & McKee, A. (2011). Primal leadership: The hidden driver of great
performance. Harvard business review, 79(11), 42-53.
Boyatzis, R.E., 2016. When pulling to the negative emotional attractor is too much or not enough
to inspire and sustain outstanding leadership. In The Fulfilling Workplace (pp. 159-170).
Routledge.
Waller, L., Reitz, M., Poole, E., Riddell, P.M. and Muir, A., 2017. Experiential learning as
preparation for leadership: An exploration of the cognitive and physiological
processes. Leadership & Organization Development Journal, 38(4), pp.513-529.
Goswami, A., Nair, P., Beehr, T. and Grossenbacher, M., 2016. The relationship of leaders’
humor and employees’ work engagement mediated by positive emotions: Moderating effect of
leaders’ transformational leadership style. Leadership & Organization Development
Journal, 37(8), pp.1083-1099.
Mekkodathil, A., El-Menyar, A., & Al-Thani, H. (2016). Occupational injuries in workers from
different ethnicities. International journal of critical illness and injury science, 6(1), 25.
Woods, K. (2016). Organizational ambidexterity and the multi-generational workforce. Journal
of Organizational Culture, Communications and Conflict, 20(1), 95.