Positive leadership yields performance and profitability

Tombaugh, Jay R.

doi:10.1108/14777280510590031

Cited by 11 publications

(6 citation statements)

References 2 publications

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“…Publicly recognizing team achievements helps in providing cohesive team efforts and productivity (Levi & Askay, 2020). Team rewards are most effective when organizations link performance with organization mission and purpose, customer satisfaction, and the contribution to profitability (Tombaugh, 2005). The practical reality of rewarding team efforts and achievements mirrors the fact that results are ultimately achieved by integrated efforts (Deming, 2000).…”

Section: Reward Team Achievementsmentioning

confidence: 99%

Employee Engagement and the Ethic of Friendship

Caldwell¹,

Anderson

Ristic³

2021

BMR

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The failure of managers and supervisors to earn the trust and followership of the employees with whom they work is well documented in recent research about employee engagement (Clifton & Harter, 2019). Without that employee commitment, organizations inevitably struggle to compete in the global marketplace and fail to achieve their potential (Cameron, 2012). Although much has been discussed in the light of the findings of concerned scholars (HR Research Institute, 2019), disagreement nonetheless exists about the factors which make up employee engagement, as well as the most effective approach that can be taken to increase engagement and those factors. Though there has not been full agreement about the nature of employee engagement, it is widely accepted that the failure of organizations to engage employees has been a serious deterrent to achieving organization results (Clifton & Harter, 2019).Objective: The purposes of this paper are to offer insights into the precise nature of employee engagement and to identify the value of employers adopting the Ethic of Friendship – an ethical perspective that has begun to be written about more frequently in the management literature.Methods: We begin the paper by proposing an integrated and updated definition of employee engagement – identifying nine factors which contribute to its makeup.Results: We suggest that each of these nine factors significantly impact employee engagement and warrant increased attention by organizational leaders. We then address the Ethic of Friendship and its increasingly important role in today’s arms-length and transactional relationship between employers and employees.Conclusions: The paper then clarifies how the Ethic of Friendship addresses all nine of the factors which constitute employee engagement and explains how the Ethic of Friendship can increase the ability of organization leaders, managers, and supervisors to bridge the gap of distrust that often exists in the modern organization. After identifying five important contributions made by this paper, we conclude by encouraging leaders to adopt the Ethic of Friendship’s commitment to treating employees as valued partners and, by so doing, create a culture in which employee engagement is likely to thrive.

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Section: Reward Team Achievementsmentioning

confidence: 99%

Employee Engagement and the Ethic of Friendship

Caldwell¹,

Anderson

Ristic³

2021

BMR

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“…Furthermore, the findings of the current study have shown a statistically-significant as well as a practically-significant positive relationship between the PsyCap construct of optimism and organisational commitment and the subdimensions of normative commitment and affective commitment. Research studies have shown that optimism is related positively to employee engagement and employee performance (Medlin & Faulk, 2011;Tombaugh, 2005). In addition, Bressler (2010) found that optimism had a positive relationship with affective commitment.…”

Section: Inferential Statisticsmentioning

confidence: 99%

Psychological capital, work engagement and organisational commitment amongst call centre employees in South Africa

2013

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Orientation: The development of psychological capital amongst call centre employees could have an impact on positive work-related attitudes and behaviour; such as work engagement and organisational commitment.Research purpose: The purpose of the research was to determine the relationship between psychological capital, work engagement and organisational commitment amongst call centre employees; and further, to determine whether psychological capital and work engagement hold predictive value for the organisational commitment of call centre employees.Motivation for the study: There is a gap in research in understanding and enabling positive resource capacities in highly stressful work contexts such as call centres.Research design, approach and method: A cross-sectional survey design was used. A sample of 106 call centre employees from a South African organisation participated in the research. The measuring instruments included a demographic questionnaire, the Psychological Capital Questionnaire (PCQ), the Utrecht Work Engagement Scale (UWES) and the Organisational Commitment Questionnaire (OCQ).Main findings: Significant positive relationships were found between psychological capital, work engagement and organisational commitment. The results showed work engagement as being the only significant predictor of organisational commitment.Practical/managerial implications: Call centre employers need to develop and implement workplace interventions that would increase the psychological capital of call centre employees.Contribution/value-add: The research findings will benefit both call centre employees and management. The study highlighted the importance of the role of optimism as a subdimension of psychological capital in developing work engagement and organisational commitment amongst call centre employees.

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“…Positive leadership influences the organizational culture and can, consequently, stimulate productivity. 57 Certain leadership patterns can be crucial in the current situation to encourage the search for creative and innovative solutions in the midst of the crisis. A study carried out in Turkey used questionnaires to evaluate the relationship between authentic leadership (AL) and the innovation capacity of 142 employees from different sectors.…”

Section: Discussionmentioning

confidence: 99%

Well-being at work, productivity, and coping with stress during the COVID-19 pandemic

Loreto¹,

Azevedo²,

Silva³

et al. 2022

Trends Psychiatry Psychother

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This study aims to analyze the mechanisms through which the coronavirus disease (COVID-19) pandemic impacts on well-being at work and on productivity. The secondary objective is to identify stress management strategies for the work environment during the pandemic. This is an integrative review. Phase 1 consisted of searches of open access electronic databases (MEDLINE, SciELO, Bireme, and LILACS) for papers published in 2020 addressing mental health, work, and pandemics. Phase 2 consisted of selecting literature recommended by specialists in occupational psychiatry and positive psychology. These materials were read and critically analyzed. Forty references were included in the literature review. The articles reviewed were classified into the following categories: articles concerning work relationships in Brazil; articles describing the impact of pandemics on mental health and work; articles focusing on the work of health professionals during pandemics; articles about well-being at work; and papers proposing strategies to improve well-being and productivity and to promote mental health. The COVID-19 pandemic can have a significant impact on workers’ mental health and productivity. Most professionals face a need to adapt to changes, which can decrease their feeling of well-being. Consequently, strategies to promote well-being and mental health in the work environment should be a priority. Work routines were modified after the COVID-19 pandemic set in and assessing these changes is essential to maintain workers’ mental health. By so doing, it is possible to promote general well-being and post-traumatic recovery and reduce stress levels.

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Positive leadership yields performance and profitability

Cited by 11 publications

References 2 publications

Employee Engagement and the Ethic of Friendship

Employee Engagement and the Ethic of Friendship

Psychological capital, work engagement and organisational commitment amongst call centre employees in South Africa

Well-being at work, productivity, and coping with stress during the COVID-19 pandemic

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