Positive Leadership and Creating a Positive Environment
Discuss about the Analysis of Leadership Qualities Contextual Traits.
The positive leaders can be considered to focus on the capabilities and strengths which is mainly led to affirmation of the human potential. The process of creating the positive capacity is based on the deliberate strategies which are based on the creation of the positive experiences in the organization. The process of positive leadership is based on the ways by which the leader builds on the negativity for creating new positive outcomes. The creativity of the organization is increased with the help of positive emotion (Chiu, Balkundi and Weinberg 2017). The positive emotion can thereby help in the ways by which the adverse effects of stress can be created with more confidence, resilience and hope. The positive leaders are able to create a positive environment within the organization which can help the employees feel good. This is also related to the focus that is created on the high levels of the customer experiences which is the most competitive advantage which the company has in the industry (Choi and Lee 2014).
The essay will be based on the analysis of the positive leaders who are able to influence the different types of employees. The ability of the positive leadership to create a position of the company in the industry will be also analysed in the essay.
The ways by which the positive leaders are able to influence the employees are mainly based on the ways by which the managers are able to lead the teams in an effective manner. The major part of the positive leadership is based on the positive relationship with the leaders and the levels of trust that are present among the employees in the organization. The two approaches that are taken by the positive leader which can be used in the organization are the self-centred approach and the other-people centred. The first approach is mainly based on the self-perception that is explored by the positive leaders of the company. The effective or positive leaders thereby need to reveal their own self to the other employees (Dinh et al. 2014).
The level of the authenticity can make the leaders more approachable for the purpose of building positive relationships. The second approach is based on the ways by which the leaders need to explore the perceptions of others in the organizations. The ways by which the subordinates in the organization perceive the other employees is a major part of the other-centred approach. This approach further helps the managers to understand the employees and their behaviours in the employees (Gündemir et al. 2014). The positive leaders can also make a positive impact on the employees with the help of their vision. The employees are not only motivated by the paycheques and the monetary benefits, they are driven by the deeper meanings that are provided by the tangible benefits. The positive leaders of the organization are able to make efforts for the purpose of communicating a clear vision for reinforcing the benefits of the services and the products which can clarify long-term impact of the work (DuBois et al. 2015).
Influencing Employees through Relationship Building
The display of the positive emotions of the leaders can lead to the transformation of the organizations. The emotions of the leaders are further reverberated through the various subordinates in the organizations. The managerial employees interact with the large groups of people and the expression of their positive emotions. The benefits that are produced by the positive emotions in the organizations have greater reach and the immune system is also healthy in nature. This positive emotion and leadership can further lead to the reduction of the levels of absenteeism and the turnover of the employees has increased. The language that is used by the positive leaders are supportive and positive in nature and not critical in nature (Grijalva et al. 2015).
The positive leaders are able to influence various types of employees of the modern organizations in the different sectors. The positive and transformational leadership can affect the flexibility of the engineers. The innovations levels of the organizations and the employees act as a competitive advantage for the modern companies. The innovativeness of the employees is increased with the help of the dynamic environment that is created by the positive or transformational leaders. The technology based companies are more affected by the transformational style of leadership. The levels of research and interest has grown to a large extent with the help of the positive leadership. The positive leaders of the organizations are thereby able to increase the raise the levels of performance of the followers. This can further help the followers to transform the self-concepts and the personal values to the higher levels of the aspirations and the needs (Hoch et al. 2016).
The transformational process of leadership can provide various types of mechanisms which are based on the ways of enhancing the creativity of the employees. The transformational leaders can encourage the followers to challenge the experiment and the status quo and thereby try to expand the different types of approaches. The positive leaders are also able to challenge the followers or the engineers to enhance the imaginations and the thoughts. The followers are also encouraged to improve the beliefs, the creative values and the mind-sets for developing the employees and the capabilities of the work teams. The followers are also provided with the support and resources and they are also provided with the discretion for acting. The positive leaders are also able to develop various mechanisms that can be effective for the resolution of the conflicts and they are encouraged to interact with others (Hu and Judge 2017).
Communicating a Clear Vision
The positive leaders are also able to facilitate the ways by which the creative identity of the members are established. The transformational process of leadership can be termed as positive leadership as the leaders following this style can provide motivation to the followers and the employees. The inspirational type of motivation that is provided to the engineers by the transformational leaders is able to affect the ways by which they are able to influence the followers in an effective manner. The motivation that is provided to the employees is based on the ways by which the followers are motivated to perform their duties in the organization. The flexibility of the employees is also increased with the help of positive leadership. The influence that is created by the positive leaders also affects the performance of the followers (Lin, Hsieh and Lian 2018).
The innovation levels of the employees are increased with the help of motivation that is provided to the followers by the positive leaders. The creative flexibility of the employees or the followers is further increased with the help of positive leaders in the engineering organizations. The positive leaders are thereby able to influence the way by which engineers in the company are able to increase their capability and performance in the organizational settings (Lord et al. 2017).
The strategy of motivating the employees is based on various types of skills development activities. The leaders can organise various workshops that are based on dealing with the resistance that occurs among the employees. The simulation based processes can be conducted for implementing the important changes in the market. The various immersive experiences of the teams that are conducted by the leaders of the teams. The leaders can also implement different types of thought processes which are based on the ways of thinking in an innovative manner. The conferences and the meetings that are held in the organizations are also based by which the positive leaders are able to influence the leaders (Lukina, Azadegan and Hooker 2017). The work process of the entire organization needs to flow in an effective way so that the positive leaders are able to influence the employees or the followers. The personal fulfilment based on leadership is also related to the motivation provided to the employees based on the ways by which the followers complete their work process. The rewards that are provided to the employees is also based on the development of the skills of the followers. Creativity is another major factor that is based on the creation of positive influence on the followers (Hu and Judge 2017).
Conclusion
The essay can be concluded by stating that the positive leaders are able to influence the engineers or the followers with the help of various processes that can affect their work process. The strategy that has been implemented by the leader is the motivation that is provided to the followers and the types of employees that are chosen for the analysis in this case are the engineers. The various types of skills development exercises are also based on the ways by which the employees are influenced and motivated by the positive leaders.
References
Chiu, C.Y.C., Balkundi, P. and Weinberg, F.J., 2017. When managers become leaders: The role of manager network centralities, social power, and followers’ perception of leadership. The Leadership Quarterly, 28(2), pp.334-348.
Choi, Y. and Lee, D., 2014. Psychological capital, big five traits, and employee outcomes. Journal of Managerial Psychology, 29(2), pp.122-140.
Dinh, J.E., Lord, R.G., Gardner, W.L., Meuser, J.D., Liden, R.C. and Hu, J., 2014. Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), pp.36-62.
DuBois, M., Hanlon, J., Koch, J., Nyatuga, B. and Kerr, N., 2015. Leadership styles of effective project managers: Techniques and traits to lead high performance teams. Journal of Economic Development, Management, IT, Finance, and Marketing, 7(1), p.30.
Grijalva, E., Harms, P.D., Newman, D.A., Gaddis, B.H. and Fraley, R.C., 2015. Narcissism and leadership: A meta?analytic review of linear and nonlinear relationships. Personnel Psychology, 68(1), pp.1-47.
Gündemir, S., Homan, A.C., de Dreu, C.K. and van Vugt, M., 2014. Think leader, think white? Capturing and weakening an implicit pro-white leadership bias. PloS one, 9(1), p.e83915.
Hoch, J.E., Bommer, W.H., Dulebohn, J.H. and Wu, D., 2016. Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, p.0149206316665461.
Hu, J. and Judge, T.A., 2017. Leader–team complementarity: Exploring the interactive effects of leader personality traits and team power distance values on team processes and performance. Journal of Applied Psychology, 102(6), p.935.
Lin, K.J., Hsieh, Y.H. and Lian, W.S., 2018. Knowledge sharing and personality traits moderated by transformational leadership. Human Systems Management, 37(1), pp.67-80.
Lord, R.G., Day, D.V., Zaccaro, S.J., Avolio, B.J. and Eagly, A.H., 2017. Leadership in applied psychology: Three waves of theory and research. Journal of Applied Psychology, 102(3), p.434.
Lukina, I., Azadegan, A. and Hooker, R., 2017. Leadership in the Face of Major Supply Chain Disruptions: Baseline and Contextual Traits. In Academy of Management Proceedings (Vol. 2017, No. 1, p. 15644). Briarcliff Manor, NY 10510: Academy of Management.
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