Positive Leadership Skills To Improve Employee Performance Assessment 3 Answer

Answer :

slide 1: Topic

• Positive leadership qualities help in improving the optimism, well-being, hope and resilience of the employees(Luthans et al., 2007,p.541-572).
• The most desirable leadership qualities include excellent communication abilities, passion and commitment, inspiring capabilities, delegation and empowerment of employees, honesty and integrity, confident decision-making and many others.
• Workplace resilience on the other hand is the intrinsic characteristics of employees that helps them cope with the strains and stresses in the workplace (Tugade, Fredrickson, & Barrett, 2004, p.1161-1190).

SN: Positive leaderships skills are crucial to any business organization as it helps in proper management of the staff members while increasing their productivity through motivation and leasing by example. Moreover, such leadership qualities also help in improving the optimism, well-being, hope and resilience of the employees (Luthans et al., 2007,p.541-572). The most desirable leadership qualities include excellent communication abilities, passion and commitment, inspiring capabilities, delegation and empowerment of employees, honesty and integrity, confident decision-making and many others. Workplace resilience on the other hand is the intrinsic characteristics of employees that helps them cope with the strains and stresses in the workplace (Tugade, Fredrickson, & Barrett, 2004, p.1161-1190). The workplace resilience of employees can be increased by implementing relevant leadership qualities and theoretical framework within the organization.

Slide 2: Aim

• Australia and New Zealand Banking Group (ANZ) should implement positive leadership skills to increase the workplace resilience of its employees and handle the demands and pressure of daily life in a strategic manner.
• The primary aim of the presentation is to determine the positive leadership skills while the secondary aim is to use those skills in ANZ for increasing employee resilience in the workplace.

SN: The presentation is represented as a proposal for the CEO of Australia and New Zealand Banking Group (ANZ) to implement positive leadership skills to increase the workplace resilience of its employees and handle the demands and pressure of daily life in a strategic manner. The primary aim of the presentation is to determine the positive leadership skills while the secondary aim is to use those skills in ANZ for increasing employee resilience in the workplace. Some relevant theoretical frameworks of leadership have also been proposed for the CEO to decide from and select the most ideal for his company.

Slide 3: Positive Psychological Capital

• According to the positive psychological capital theory, there are four characterization of PsyCap which includes hope, self-efficacy, resilience and optimism (Whetten, Felin, and King’s, 2009, p.537-563).
• All the constituents of PsyCap when considered together, forms an integrated core construct which is at multidimensional and at a higher order.

SN: While psychology has been mostly used to treat mental illness, in modern workplaces, individuals go through their developmental state attributed as positive psychological capital otherwise known as PsyCap. According to the positive psychological capital theory, there are four characterization of PsyCap which includes hope, self-efficacy, resilience and optimism (Whetten, Felin, and King’s, 2009, p.537-563). Among these individual characterizations of PsyCap, resilience is deeply connected with the relationship of the employee with the leader. In fact, all the positive psychological resources are needed for developing a relationship between the leader and the followers (Seligman and Csikszentmihalyi, 2000, p.279-298). All the constituents of PsyCapwhen considered together, forms an integrated core construct which is at multidimensional and at a higher order.

Slide 4: Contribution of Leader-Employee Relationship Quality on Employee Resilience

• As a result of this improved bond between the leader and the follower, the PsyCap resources of the employees also increase significantly (Yammarino and Dubinsky, 1990, p.87-106).
• As high-quality relationship tends to promote a mutual trust, respect and appreciation between the leader and the follower, the employees follow the similar path as the leader on ways to handle workplace pressure and thus increases their own resilience in the process (Masten and Reed, 2002, p.74–88).

SN: The psychological capital of leaders in an organization can promote better quality of relationship between the leaders and their subordinates. As a result of this improved bond between the leader and the follower, the PsyCap resources of the employees also increase significantly (Yammarino and Dubinsky, 1990, p.87-106). Workplace resilience, being a necessity for increased productivity, ANZ should focus on the positive psychological capital of the leaders in order to improve the relationship quality with the employees. Due to such positive changes, the workplace resilience of the employees also tends to increase and they are able to better cope with the stresses and strains while bouncing up from the pressure. As high-quality relationship tends to promote a mutual trust, respect and appreciation between the leader and the follower, the employees follow the similar path as the leader on ways to handle workplace pressure and thus increases their own resilience in the process (Masten and Reed, 2002, p.74–88).

Slide 5: Resilience as a Predictor of Creativity

• Studies have shown that employees are who are resilient in the workplace are able to overcome their psychological pressure and strive more knowledge and experience while also engaging in social interactions with other individuals (Youssef & Luthans, 2007, p.774-800).
• Handling uncertain situations allows them to come up with new ways of doing things which is clearly a sign of a creative mind (Philippe, Lecours& Beaulieu-Pelletier, 2009).

SN: Studies have shown that employees are who are resilient in the workplace are able to overcome their psychological pressure and strive more knowledge and experience while also engaging in social interactions with other individuals(Youssef &Luthans, 2007, p.774-800). However, a correlation between resilience and higher levels of creativity has been identified due to the curious approach of resilient employees which keeps them open new experiences. Moreover, due to their coping mechanisms with stress, such individuals are also able to improvise in challenging situations. Handling uncertain situations allows them to come up with new ways of doing things which is clearly a sign of a creative mind(Philippe, Lecours& Beaulieu-Pelletier, 2009). It is quite evident that resilient employees can recover faster from negative emotional experiences and tend maintain a positive emotional state even under stressful conditions.

Slide 6: Authentic Leaders and Employee Resilience

• In most cases, authentic leaders focus on promoting excellent interpersonal relationships and providing social support to employees which forms the basis of resilience (Avolio & Gardner, 2005).
• Authentic leaders also try to encourage their employees thus assuring them psychological safety and increasing their self-confidence.

SN: One of the major responsibilities that authentic leaders play in an organization is to further strengthen the resilience of their employees. In most cases, authentic leaders focus on promoting excellent interpersonal relationships and providing social support to employees which forms the basis of resilience(Avolio & Gardner, 2005). In addition to this, authentic leaders also try to encourage their employees thus assuring them psychological safety and increasing their self-confidence. This in return, helps the followers better cope with problems and overcome any adversities with their resilient nature (Ilies et al., 2005, p.373-394). Furthermore, instilling positive emotions and optimism among the followers are necessary to develop resilient characteristics and is taken care of by the authentic leaders of the organization as well.

Slide 7: Theoretical Foundation of Psychological Capital

One of the core focuses were on positivity which was assumed to be a major player of improving employee performance (Snyder & Lopez, 2002).

Although each of the individual components are not so essential when considered separately, but have a multidimensional positive effect on employee performance when acted upon as a whole (Cameron &Caza, 2004, p.731-739).

SN: Business organizations have long been relying upon psychology to determine what attributes and situation in the workplace leads to the flourishing of employees in terms of productivity and potential. One of the core focuses were on positivity which was assumed to be a major player of improving employee performance (Snyder & Lopez, 2002). Based on several researches of clinical psychology, it was determined that aspects like hope, optimism, self-efficacy and resilience was intrinsic to such positive emotions and triggered a more productive outcome for employees. All these attributes were collectively the reason for positive psychological capital and they had some shared mechanisms among them. Although each of the individual components are not so essential when considered separately, but have a multidimensional positive effect on employee performance when acted upon as a whole (Cameron &Caza, 2004, p.731-739). However, the building of PsyCap is an ongoing developmental process which can be used by organization leaders to make their employees more resilient to stressful situations in the workplace.

Slide 8: Authentic Leadership Theory

• As a result of such approaches, the followers are able to improve their own authenticity and performance (Clapp-Smithet al., 2009, p.227-240).
• These components include transparency in relationships, self-awareness, internal moral perspective and balanced processing (Walumbwa et al., 2010).

SN: According to this leadership theory, it is the psychological capacity and experience of the leaders that help them promote positive behaviors in the organization through greater self-awareness. As a result of such approaches, the followers are able to improve their own authenticity and performance (Clapp-Smithet al., 2009, p.227-240). The authentic leadership theory can be summarized as an ethical leadership approach that promotes an open information sharing environment by prioritizing all followers involved in the process. There are four major components that are carried out under this theory for developing mutual trust and a healthy work environment. These components include transparency in relationships, self-awareness, internal moral perspective and balanced processing (Walumbwa et al., 2010).

Slide 9: Social Exchange Approach (LMX Relationship)

• As employees and their leaders focus on matured partnerships, they tend to develop an effective leadership style which makes both parties interdependent on each other (Graen and Uhl-Bien, 1995).
• This leadership theory is quite unique from other average leadership styles as it promotes more open social exchanges between the leader and the followers (Schriesheim, Castro and Cogliser, 1999, p.63-113).

SN: As employees and their leaders focus on matured partnerships, they tend to develop an effective leadership style which makes both parties interdependent on each other(Graen and Uhl-Bien, 1995). It is through LMX, the high-quality relation between leaders and followers tend to yield more desirable organizational outcomes. This leadership theory is quite unique from other average leadership styles as it promotes more open social exchanges between the leader and the followers (Schriesheim, Castro and Cogliser, 1999, p.63-113). This development of mutual understanding, appreciation, trust and respect forms the basis of workplace resilience for the employees.

Slide 10: Conclusion

• ANZ should be considering the outcome of a positive approach in their organizational culture to ensure their employees are more resilient to psychological stress and pressure.
• Implementing the authentic leadership theory along with the framework for psychological capital concept would ensure greater productivity from the employees as they would be able to cope better with the workplace issues.

SN: ANZ should be considering the outcome of a positive approach in their organizational culture to ensure their employees are more resilient to psychological stress and pressure, Moreover, implementing the authentic leadership theory along with the framework for psychological capital concept would ensure greater productivity from the employees as they would be able to cope better with the workplace issues.