Workshop: Positive Leader for Workplace Relationships

This presentation outlines a workshop designed to enhance positive workplace relationships, focusing on the principles of positive leadership. It explores the characteristics of positive leaders, such as providing accountability, leading with optimism, and inspiring with purpose. The presentation emphasizes the importance of developing positive work relationships for improved collaboration, teamwork, and employee morale. It also discusses strategies for improving employee well-being, including reducing healthcare costs and boosting productivity. The workshop incorporates factors like values-based working environments, open communication, and work-life balance. It also details strategies to build good relationships, such as avoiding negative thoughts, improving communication skills, respecting others' time, and providing constructive feedback. The presentation references key studies and provides practical exercises to equip teams with the right tools for success. This assignment is a presentation for a leadership management course.

Positive LeaderName of the Student:
Student ID:

Developing a workshop for
improving positive workplace
relationships

Positive leaders
Positive leaders provide accountability and love
Positive leaders unite the team and lead with optimism.
Positive leaders connect with individual
Positive leaders demand without being demanding
Positive leaders generate focus and create clarity
Positive leaders inspire with purpose and vision (Freidlin,
Littman-Ovadi and Niemiec 2017)

Characteristics of Positive Leader
Honesty
Confidence
Knowledgeabl
e
Intelligent
Ability

Values of Positive leadership
 Respect
 Making a difference
 Authenticity
 Integrity
 Courage
 Service
 Humility
 Wisdom

Motivational Factors for an
Individual

Importance of developing positive
work relationship
 It is the key to positive workplace
 It encourage the development and enhancement of the positive
relationships in between the employees and managers.
 It is important for building a career and finding out satisfaction in
job as it given richness and meaning to the work and lives
(Seligman and Csikszentmihalyi 2014).
 Improved collaboration and teamwork
 Improved employee morale

Importance of improving employee
well-being at workplace
 For reducing the costs of health care
 For building and sustaining higher employee morale
 For improving the health behaviours of employees
 For improving the elevated health risks
 For improving recruitment and retention of the employees
 For improving workplace productivity (Robertson et al. 2015).

Factors leading to organisational
and personal well-being
 Values based working environment and the style of management
 Team working and co-operation
 Opening communication and dialogue
 Balance between the personal and work life (Chumg et al. 2015)
 Ability of negotiating workload and work pacing without the fear
of punishment and reprisals.
 Being compensated in fair manner in terms of benefits and
salary.

The Five domains of well-being

Role of positive leaders in
improving positive workplace
relationships
 According to Frankel and PGCMS (2019), teams often become
highly motivated when they have a positive leader in place.
 Hence, focusing on one’s own happiness. Emotional intelligence
and well-being is importance for creating a great team.
 Positive leaders do they best to ensure that there is a positive
workplace relationship among its team.

Strategies to build a good
relationship (Individual)
 Avoiding negative thoughts and criticisms.
 Being less judgemental and more accepting to the others in the
workplace
 Not jumping into any conclusions without gathering much
information as possible.
 Improving skills of communication (Sankare et al. 2015).

Continuation…
 Respecting peer’s time
 Ensuring that the positive leader is
cautious with social media
 Keeping communication effective and
transparent (Park and Cameron 2014)
 Giving constructive feedback
 Making use of common day courtesies
 Treating everyone equally.

Effective employee productivity
exercises
 Equip with the teams with the right tools (productivity tracking
tools etc.)
 Improving cultural fit with better recruiting
 Improving employees skills with right training
 Encouraging autonomy by micromanaging
 Focusing on the future with some clear communication
(Thomson et al., 2015)
 Encouraging self-care

Reference
s:
• Chumg, H.F., Cooke, L., Fry, J. and Hung, I.H., 2015. Factors affecting knowledge
sharing in the virtual organisation: Employees’ sense of well-being as a mediating
effect. Computers in Human Behavior, 44, pp.70-80.
• Frankel, A. and PGCMS, R., 2019. What leadership styles should senior nurses
develop?. Hospital, 6, p.08.
• Freidlin, P., Littman-Ovadia, H. and Niemiec, R.M., 2017. Positive psychopathology:
Social anxiety via character strengths underuse and overuse. Personality and
Individual Differences, 108, pp.50-54.
• Park, H. and Cameron, G.T., 2014. Keeping it real: Exploring the roles of
conversational human voice and source credibility in crisis communication via
blogs. Journalism & Mass Communication Quarterly, 91(3), pp.487-507.
• Robertson, I.T., Cooper, C.L., Sarkar, M. and Curran, T., 2015. Resilience training in the
workplace from 2003 to 2014: A systematic review. Journal of Occupational and
Organizational Psychology, 88(3), pp.533-562.
• Sánchez-Álvarez, N., Extremera, N. and Fernández-Berrocal, P., 2016. The relation
between emotional intelligence and subjective well-being: A meta-analytic
investigation. The Journal of Positive Psychology, 11(3), pp.276-285.
• Sankaré, I.C., Bross, R., Brown, A.F., del Pino, H.E., Jones, L.F., Morris, D.A.M., Porter, C.,
Lucas‐Wright, A., Vargas, R., Forge, N. and Norris, K.C., 2015. Strategies to build trust
and recruit African American and Latino community residents for health research: A
cohort study. Clinical and translational science, 8(5), pp.412-420.
• Seligman, M.E. and Csikszentmihalyi, M., 2014. Positive psychology: An introduction.
In Flow and the foundations of positive psychology (pp. 279-298). Springer,
Dordrecht.
• Thomson, K., Outram, S., Gilligan, C. and Levett-Jones, T., 2015. Interprofessional
experiences of recent healthcare graduates: A social psychology perspective on the
barriers to effective communication, teamwork, and patient-centred care. Journal of
interprofessional care, 29(6), pp.634-640.
• Zbierowski, P. and Góra, K., 2014. Positive leadership: Its nature, antecedents and
consequences. Journal of Positive Management, 5(1), pp.85-99.

Thank You