In the present changing business environment wherein individuals are seeking for better opportunities, it has increasingly become difficult for the employees to engage with the force. The human resource within the organization has a crucial role to succeed in the market where all organization is seeking for determined, talented and engaged employees that provide the organization with the increased competitive edge. In this context, it has been seen within the organization positive leadership has received a considerable focus and support over the years. Based on the theory of leadership the study explores the role of the employees in relation to positive psychological capital and mediating role of the leader that may influence the engagement with the employees and their performance within the organization.
It has been found from extensive research that a positive, transparent and ethical way of leadership is widely signified as positive leadership that is generally identified as a positive initiative towards organizational management leadership that can effectively help to meet the challenges (Newman et al., 2014). Positive leadership is determined by the self-awareness, opened and clarity of attitude within a leader. Moreover, positive leaders in the organization manage to share information for making the collective decision on the basis of input that helps to motivate the engagement, commitment and wellbeing of the employees within the organization. Such attributes of the positive leaders help to follow towards the accuracy of work thereby evaluating the competence and morality of the employees (Laschinger & Fida, 2014).
However, till now it has been found from the thereby if the process of formulation underpinning the method of positive leadership is specifically devoted towards the growing dynamics of leaders and the attitude of the following employees. In this context it has been found that positive leadership has a possibility of growing positive organizational attitude, a sense of trust, emotion that effectively impacts on the employee’s attitude, behaviour as well as performance within the workplace (Luthans & Youssef-Morgan, 2017). Currently, few empirical studies have also unveiled the dynamics of engagement of leaders within the process. Research in this context has found that positive leaders can encourage as well as influence the effective performance of the employees. However, the positive leaders develop and impact their followers by instigating them with a positive state of psychology that are conducive to effective performance. On the contrary, the extent of the employees may vary in the degree to which they may be receptive to influence that may decline the performance of the employees (Donaldson, Dollwet & Rao, 2015).
This implies that organizational factors such as successfully work environment, employee satisfaction and absenteeism, employee turnover are all related to an appropriate form of leadership effort and lack of it. Researcher in this context, have highly argued that successful organization has the capability to attract involve and develop the most efficient employees. On the contrary, another argues stating that social capital that focuses more on a social relationship, connection helps to leverage increased information and organizational control power. It has also been argued that positive leadership within an organization contributes towards an increase in labour capital and that helps to create a sustainable competitive edge (Karakus, 2018).
Again psychological capital has many advantages associated with the employees, positive leadership and the organization. In this context, Newman, Donohue & Eva (2017) stated that it is necessary to develop psychological capital within employees for increasing the capability of networking and increasing staff talents, and potential thereby allowing the firms to accomplish long-term competitive advantage. Therefore, it can be said from the literature sources that a positive leadership can effectively increase the energies of the employees, including their cognitive process and their perception of their achievement. It has been seen that hopeful leaders and managers are necessary elements for enhancing organizational growth.
Such positive leaders within an organisation motivate and stimulate the fowling employees to demonstrate their objectives and influence them to reach their maximum potentials within the organisation (Joo, Lim & Kim, 2016). Research in this context has reported that there is a positive relationship between increasing levels of hope amongst the employees and organizational achievements. On the contrary, empirical research in this context has also reported that psychological capital has a positive correlation with the increasing performance value as well as the satisfaction of the employees.
Positive leadership is further seen to behave positive results on the follower’s hope in not only growing their willpower but also by inducing positive aspect of pathways to achieve the sense of self-efficacy within the workplace. Moreover, positive leaders interpret information exchanges and communications with the employees in a positive way thereby evoking the employees’ positive emotion (Kirrane et al., 2017). Empirical evidence in this context shows that positive leadership is positively associated with the relationship between leaders as well as employees psychological capital leading to improved performance within the workplace. However, a moderating role of psychological capital of the employees may tackle place within the relationship between positive leaders and employee performance.
Therefore, from the complementary perspective, the positive effect of the leaders on the employee’s performance helps to understand the lack of psychological status. As a result of motivated by high hopes, optimistic attitude, confidence in the workplace, employees tend to perform comparatively higher regardless of the fact when they are led by the positive leaders. In contrast to this, it has been found that low psychological capital employees are more dependable on the positive development if the positive leaders in order to obtain performance advantage (Liu, Liao & We, 2015). It can be stated in another way that positive leaders with positive behaviour help to developed followers to complement the lack of positive psychological capability that in turn facilitate growing performance.
Work and organizational psychological capita have made its origin by delivering its significant contribution to the improvements of the employees and the safety and performance of the employees. Therefore, a balance of both results is necessary for the sustainable growth of the employees at work. However, changes within the workplaces are evident with the increasing complexity of socio-cultural systems have stimulated several perspectives with a new theoretical approach within the organization. It this context, it has been seen the organization has various types of the employee within the organization (Nielsen et al., 2017). However, within the organization, it has been seen that the economy of Australia has presently shifted towards service of white-collar employees more than the blue collars employees.
Since the organization consist of the variety of fields including human resource, operations management, marketing and organizational management. Research has shown that most of the streams are produced by the white-collar employees. Most of the employees within the organization are associated with the variety of ethnicities belonging to diverse professionals from the variety of culture. In this context, both positive leadership, as well as psychological capital, has drawn a justified amount of attention that managed to maintain a balance between all kinds of employee. However, positive leadership and physiological capital have been demonstrated to be empirically different from each other with bivariate correlations raging from the age of 35 to 45 (Coggins & Bocarnea, 2015). Despite the difference, their distinct line of research has determined that there are similar relations that are related to the necessary organizational outcome.
Existing findings show that positive leadership is a high standard multidimensional construct that consists of self-awareness, balanced processing, transparency in the relationship and a sense of ethical perception. Therefore, positive leaders within the workplace are usually aware of their actions that affect the surroundings influencing the inside as well as outside of the organization (Carasco-Saul, Kim & Kim, 2015). On the contrary, psychological capitals of the leaders are usually aware of the challenges and conflicts that may occur within the workplace due to the presence of different type of white-collar employees, emotional employees and ethnic employees. Obtaining these, a result of positive leadership is only possible when the employees will perceive leaders to be positive. Therefore, hypothetically it can be said that perceptions about a positive leader will have the positive influence on the performance of the employees with the growth of sales and production.
Positive psychological capital has been argued to be a multi-dimensional formation that may vary in predicting the results when considered as a core construct as opposed to the other factors. In the positive psychological capital, self-efficacy is necessary to trigger the effective performance of tasks (Harms et al., 2017). Therefore, white collar individual with high self-efficacy has the potential to perceive the ability to take an effort in modifying the environment in turning successful. Hope, on the contrary, has two different dimensions that are classified by power and pathways. It is the willpower of the individual employee that drives them to experience high attaining objective. The pathways complement this power drive by offering psychological resources to obtain multiple and alternative paths in obtaining objective, therefore, increasing levels of hope is positively associated with the demonstrating course of action in obtaining goals. Therefore, different types of employees working within the workplace if are motivated by the instance of optimism they tend to internalize positive performance by externalizing negative ones (Youssef-Morgan, 2015). Moreover, when individual employees characterize success in them motivates by the leaders, they are more likely to expand on energy for creating the additional performance. This motivation and resistance will be related to increasing levels of performance within the workplace.
It is the degree of collaborative trust that is necessary for the leaders to disseminate within the workplace, to increase the level of shared perception within the workplace. Numerous studies in this context have found that trust is the most crucial component of developing a successful business connection between employees. On the contrary, it has been hypothesized that the development of trust is the necessary mediator in between leadership and employee positivity (Anderson et al., 2017). However, a current research has recommended that complimentary behaviour amongst leaders and their employees can have high impact in the effective workplace results.
All people working in the workplace share a collective unctuousness that comprises universal memories and images. In this context, different employees may have different thinking that influences the way if making decisions. Thinking or rational people working in the workplace tend to decide from the perspective of logic and reason (Du Plessis, Wakelin & Nel, 2015). Therefore, this kind of people usually tends to follow their brain more than their gears, whereas emotional employees usually take the decision on the basis of their personal choices. Therefore, it is the role of the positive lead to take care of these diverse employees working in the workplace.
From the current research on positive leadership, it has been found that this form of leadership has increased influence on the field of psychology and organizational effectiveness. Most of the studies, however, have intensively focused on the influence of the employee’s psychological capital specifically on their output and productivity to work. According to the Bureau of labour statistics, changes within job and diversification of employees may not be voluntary with role redesign, downsizing. In this aspect, if individual employees and organization have to take an effort to be successful with the ability of resilience, human resource and professionals within the department need to take high efforts to invest in the development of psychological capital as well as positive leadership (O’Donohue, Martin & Torugsa, 2015). Psychological capital is an overgrowth of the positive environment that is related to the positive organizational behaviour.
In this regards, a working team consisted of a team group that have the same determination and responsibility to accomplish common employees goals. Work teams are incorporated within a larger organizational structure and team that works for their team members. Organizational and individual employees are bound to work within a multiple set up system. To be precise, individual employees are classified into different diverse teams that are linked to each other (Onorato & Zhu, 2015). These team members operate within the organization, to enhance information communication and to encourage interpersonal communication flow between the team and the employee members. Therefore, to manage this diversification and to encourage interactive influence psychological capital is necessary. In other words, it can be said that psychological capital has the potential to impact leader employee’s relations and employee engagement through interpersonal communications.
A positive leader has the capability to instruct and supervise the subordinate employees but also has the capability to offer information as well as the resource within regular work. Followers this will be able to obey their leader’s orders and obtained the delegated tasks. However, during this course of process leaders, the psychological state may impact the employees working behaviour and formal as well as informal behaviour. Such influence may vary across different team leaders. Therefore, leaders with high psychological capital and positivity may be more hopeful and more dedicated to succeed and are more likely to develop a challenging objective than the leaders that lack psychological capital.
Therefore, in order to progress the workplace towards a more effective environment, stronger leaders are required to encourage activities while exploring solutions to mitigate challenges. At the same time, it will be comparatively easier for these kinds of leaders within the workplace to a receiver from adversity as well as a failure within the workplace (Agote, Aramburu & Lines, 2016). Given from the range of sources it has been found that social conflicts often take place amongst a group, due to which these group interactions are influenced by the psychological and cultural constructs within the workplace.
Therefore, it can be said that if the employees within the organization have an faith in the hierarchy leaders of management. Then it can be said that team exhibits the dimensions of positive leadership that the team members will have increased amount of trust and respect for their leaders that may lead to the growth in sales over the changing time (Timms et al., 2015). Moreover, it can be said that positive psychological capital will have increased impact on the development of a positive environment of each of the department within the organization thereby increasing the amount of faith with the drastic increase in sales
Conclusion
Therefore, from the above study, it can be said that increased environment of positive leadership within the workplace, may be helpful in increasing positive performance development within employees. On the contrary, positive leadership may also help in growing the psychological capital of the employees thereby contributing towards individual motivational propensity in obtaining tasks and objectives. These findings in the study suggested that support and resources are conveyed through positive leadership that may become less important. This is because psychological capital followers may lack positive result and may find it difficult to deal in case of hard situations in marinating a positive outlook.
Combining the efforts of positive leadership and psychological capital it can be said that the moderating effect of positive leadership may have the high impact on the performance relationship and high psychological capital of employees in improving performance. Therefore, the study contributed towards the integration of two major important topics in relations to practical organization application. The existing challenges faced by the organizational leaders and their employees are revolving around the growing competitive pressures that needed to have an increased understanding of positive leadership. As the result from the study successfully suggests that positive leadership has a high positive impact on the employee performance that all organization may wish to develop. All the findings of the study verify the observation signifying that increased leverage towards performance may be achieved amongst the employees these who high levels of psychological capital.
Reference list
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