Positive Leadership: Engineer as Leader Presentation - [University]

This presentation focuses on positive leadership, specifically examining the role of engineers as leaders. It explores various leadership styles, including direct and supportive leadership, and highlights the positive impact of leadership on productivity, performance, and employee wellbeing. The presentation discusses the PERMA framework (Positive emotions, Engagement, Relationships, Meaning, and Achievements) and its importance in fostering organizational health. It delves into the power of leadership, outlining different types of power such as legitimate, expert, and reward power, and emphasizes the significance of leadership skills, including technical, conceptual, and human skills. The presentation also references key academic sources and frameworks, such as the job demands-resources model and the impact of psychological capital on employee engagement and emotions, with the aim of providing a skill development exercise in the workplace. The presentation aligns with the assignment brief to develop communication and social skills, focusing on evidence-based interventions for employee skill enhancement.

1
Positive Leadership
ENGINEER AS A LEADER

2
Introduction
 Leadership in beneficial skill to develop an organization.
 It is a basic need of a firm to grow in the market place.
 Leadership is a process that provide objectives to a person as well as
an organization.

3
Leadership styles
 Direct leadership
 Supportive leadership
 An engineer has played a good role as a leader as well as
manger(Fasano, 2011, 45).

4
Engineers as a leader
 Proper direction
 More productivity
 High level of performance
 Creativity
 Innovative ideas

5
Wellbeing of leader
 Leaders are always ready for new tasks, which is a new experience for
them. However, they have used their learning from previous
experiences.
 Engineers are better leaders in the history as well. There are many
examples in the world, such as Apple, Facebook, Amazon, Google, and
many more.
 Wellbeing is basic need for a leader(Seligman, 2011).

6
Impact of leadership on productivity
 Change mindset
 Performance measurement
 Monitoring and control

7
PERMA Framework for wellbeing
 Positive emotions
 Engagement
 Relationships
 Meaning and
 Achievements

8
Wellbeing of Organization
 Organization health is based on the employee wellbeing (Brunetto et al,
2016).
 Bakker and Demerouti (2007) has provided framework to improve the
personal resources and well being.
 Emotional health is necessary for a leader and a positive impact is
necessary for wellbeing of a leader (Avey, Avolio, and Luthans, 2011).

9
Power of Leadership
 Legitimate power
 Expert power
 Coercive power
 Referent power
 Reward powar

10
Nature of leadership
 Leadership have provided different opportunities for business success
and growth.
 Feature of a effective leaders are important for a firm (Story, Youssef,
Luthans, Barbuto, & Bovaird, 2013, 9).
 An engineer is surving better as a leader and a manage in a firm
(Salomone, 2019, 45).

11
Leadership Skills
 Technical skills
 Conceptual skills
 Human skills

12
Reference
 Safe Work Australia 2017, Key work health and safety statistics australia, Canberra viewed 23 October 2018, https://www.safeworkaustralia.gov.au/book/key-work-health-and-safety-statistics-
australia-2017.
 Bakker, AB 2015, ‘A job demands-resources approach to public service motivation’, Public Administration Review, vol. 75, no. 5, pp. 723-732.
 Bakker, AB & Demerouti, E 2007, ‘The job demands-resources model: State of the art’, Journal of managerial psychology, vol. 22, no. 3, pp. 309-328.
 Barsade, SG & O’neill, OA 2014, ‘What’s love got to do with it? A longitudinal study of the culture of companionate love and employee and client outcomes in a long-term care setting’,
Administrative Science Quarterly, vol. 59, no. 4, pp. 551-598.
 Brunetto, Y, Rodwell, J, Shacklock, K, Farr-Wharton, R & Demir, D 2016, ‘The impact of individual and organizational resources on nurse outcomes and intent to quit’, Journal of Advanced
Nursing, vol. 72, no. 12, pp. 3093-3103.
 Eisenberger, R & Stinglhamber, F 2014, ‘Perceived organizational support; fostering enthusiastic and productive employees’, Reference and Research Book News, vol. 26, no. 187-205.
 Forgeard, MJ, Jayawickreme, E, Kern, ML & Seligman, ME 2011, ‘Doing the right thing: Measuring wellbeing for public policy’, International Journal of Wellbeing, vol. 1, no. 1, pp.
 Michel, JW, Kavanagh, MJ & Tracey, JB 2013, ‘Got support? The impact of supportive work practices on the perceptions, motivation, and behavior of customer-contact employees’, Cornell
Hospitality Quarterly, vol. 54, no. 2, pp. 161-173.
 Salanova, M, Llorens, S, Cifre, E & Martínez, IM 2012, ‘We need a hero! Toward a validation of the healthy and resilient organization (hero) model’, Group & Organization Management, vol. 37,
no. 6, pp. 785-822.
 Seligman, MEP 2011, Flourish: A new understanding of happiness and well-being--and how to achieve them, Nicholas Brealey Pub, London.
 Story, JSP, Youssef, CM, Luthans, F, Barbuto, JE & Bovaird, J 2013, ‘Contagion effect of global leaders' positive psychological capital on followers: Does distance and quality of relationship
matter?’, The International Journal of Human Resource Management, vol. 24, no. 13, pp. 2534-2553.
 Salomone, T.A., 2019. What every engineer should know about concurrent engineering. Routledge.
 Avey, J.B., Avolio, B.J. and Luthans, F., 2011. Experimentally analyzing the impact of leader positivity on follower positivity and performance. The Leadership Quarterly, 22(2), pp.282-294.
 Fasano, A., 2011. From a design engineer to a leader: Not an easy road. Leadership and Management in Engineering, 11(4), pp.342-343.

13
Any Queries ?