Creating Better Employees through Positive Leadership Behavior in the Public Sector

Abstract

This paper advances the notion that leaders' behavior in public organizations impacts employee emotions and workplace functioning. The paper proposes a conceptual model showing the impact that specific leader behaviors have on employee momentary emotions and thereby subjective well-being, organizational citizenship behavior, and job performance. Findings from research on leader behaviors and follower outcomes in private organizations and workplace emotions are used to show the importance of understanding and promoting types of leader behaviors that enhance employee and organizational outcomes within public institutions. It is expected that this model will facilitate future research in this area.

Li̇derli̇kte Ki̇bi̇r Ve Aşiri Pozi̇ti̇fli̇k: Bi̇r Li̇teratür İncelemesi̇

“…Liderin pozitifliğinin, takipçilerinin/çalışanlarının motivasyon ve performansını arttıracağı yapılan çalışmalar sonucunda ispatlanmıştır (Wijewardena, Samaratunge & Härtel, 2014;Avey, Avolio & Luthans, 2011;Youssef & Luthans, 2007). Ama bu motivasyon ve performans artışı, takipçilerin liderlerinin sözlerinin ve eylemlerinin, doğruluğuna ve tutarlılığına güvendikleri sürece devam etmektedir.…”

Using humor and boosting emotions: An affect-based study of managerial humor, employees’ emotions and psychological capital

“…(Kanner et al, 1981: 6). Hassles lead to the experience of negative discrete emotions such as feeling worried or frustrated, whereas uplifts lead to the experience of positive discrete emotions such as feeling pleased or enthusiastic (Wijewardena et al, 2014).…”

“…Our findings indicating that managerial humor-linked negative emotions degrade employees' PsyCap more quickly than managerial humor-linked positive emotions are able to build PsyCap underscores the importance of managerial awareness of the emotional reactions they evoke in their employees. Although it is not realistic, or even desirable, to eliminate negative emotions entirely from the workplace, managers can nurture a work environment where negative affective events are minimized, and promote work events that lead employees to experience a greater number of positive emotions than negative emotions over time to support well-being (Wijewardena et al, 2014).…”

“…Uplifts are positive emotional events at work (Elder et al, 2003) such as ‘joy derived from manifestation of love, relief at hearing good news … etc.’ (Kanner et al, 1981: 6). Hassles lead to the experience of negative discrete emotions such as feeling worried or frustrated, whereas uplifts lead to the experience of positive discrete emotions such as feeling pleased or enthusiastic (Wijewardena et al, 2014).…”

Debate: ‘Robust performance management’ or workplace bullying? Not just the ‘what’ but the ‘how’

“…Positive leadership behaviours in modern public sector organizations play a significant role in outcomes, including employee performance (for example Wijewardena et al, 2014). It is also well established that abusive behaviours have negative consequences for individuals and organizations alike (for example Rodwell et al, 2014).…”