Positive Leadership: Skills and Strategies for Enhanced Performance

This presentation focuses on the essential aspects of positive leadership, highlighting crucial skills such as communication, motivation, and trustworthiness, and how these elements can be applied to improve employee performance and engagement. The presentation explores the impact of positive leadership on overall workplace dynamics and the importance of these skills in a competitive market. It offers a detailed examination of how leaders can use communication to address workplace issues, motivate employees through incentive schemes, and build trust through ethical practices. The paper also provides practical strategies for convincing management (Board of Directors) of initiatives aimed at enhancing employee well-being and productivity. It concludes by emphasizing the significance of positive leadership in fostering a dedicated and high-performing workforce. The presentation is supported by several references to academic journals and books.

POSITIVE LEADERSHIP

Positive leadership
Abstract
The paper will focus on the various factors related to positive leadership skills. It is important
that the skills should be present in the leaders of the company. The skills are related to
communication, trustworthiness and also motivation. These skills help to bring improvisation
in the overall performance of the workers.
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Positive leadership
Table of Contents
Abstract......................................................................................................................................1
Introduction................................................................................................................................1
Positive leadership skills are used to boost performance...........................................................1
Communication......................................................................................................................1
Motivation..............................................................................................................................1
Trustworthiness......................................................................................................................2
Conclusion..................................................................................................................................2
References..................................................................................................................................3
Introduction
The paper will elaborate the use of the positive leadership skills in the workplace. The focus
will be given on convincing the management of the company and also it will boost the overall
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Positive leadership
performance of the workers (Schoemaker, Krupp and Howland 2013). The skills related to
leadership will also assist in bringing improvisation in the overall level of engagement of the
workers.
Positive leadership skills are used to boost performance
The skills of positive leader are to bring improvisation in the performance of the employees
as it has been examined that leaders represent the company and also boost the motivation
level of the workers in the workplace. The leadership skills are required in many areas:
Communication
Communication is considered as an essential factor that can help in attaining growth and it
also motivate the workers to analyze the problems present in the workplace. Effective
communication should be present among the employees and leaders so that it can be easy for
the leaders to communicate. It can be stated that leaders should listen to the issues of the
workers so that clarity in information can be maintained. The leader should also have the
capability in relation to public speaking. It is important for the leaders to focus on no
ambiguity in the messages that are provided to the workers. The leaders should convey the
information of the process to the directors that is going fine (Dinkmeyer and Eckstein 2015).
Motivation
It is also one of the essential factors that can help in convincing the board of directors and
also it helps the employees to attain their set targets. It has been observed that leaders should
offer the workers with the incentive scheme so that it can be easy to attain growth in the
highly competitive market. The leaders should communicate with the employees openly and
also, they should understand the issues faced by the employees in the workplace. It is the
responsibility of the leader to boost the productivity of the employees. They can also convey
the directors that they offer the challenging work to the workers to enhance the skills and
capabilities. The leaders should manage the work as the mentors for the workers and it can be
done if they focus on the capability of the employees (Northouse 2014).
Trustworthiness
The next method related with positive leadership skills could be trustworthiness of the
leaders. It is important that it should be there in the leaders so that it can be easy for the
employees to maintain their trust. It can be done when the workers have the confidence to
managing the work with efficiency. The leaders should manage the activities by focusing on
the business ethics and also on the credibility of the workers towards their work. The two
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Positive leadership
components are honesty and integrity that should be there so that it can be easy for the
company to attain growth (Chuang, 2013).
Conclusion
So, it be concluded that the components that are discussed in the paper should be there in the
leaders of the company so that it can be easy to attain growth in the competitive market. The
workers should manage the work with dedicate and should also try to give their best towards
the work.
References
Chuang, S.F., 2013. Essential skills for leadership effectiveness in diverse workplace
development.
Dinkmeyer, D. and Eckstein, D., 2015. Leadership by encouragement. CRC Press.
Northouse, P.G., 2014. Introduction to leadership: Concepts and practice. Sage.
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Positive leadership
Schoemaker, P.J., Krupp, S. and Howland, S., 2013. Strategic leadership: The essential
skills. Harvard business review, 91(1), pp.131-134.
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