MASTER OF HUMAN RESOURCE MANAGEMENT

ACADEMIC YEAR: 2016/2017

YEAR 1 SEMESTER 1

COURSE NAME: ORGANIZATION BEHAVIOR

TOPIC: POSITIVE ORGANIZATIONAL LEADERSHIP
FACILITATORS: PROF: J.C. MUNENE

DR. FRANCIS KASEKENDE

GROUP MEMBERS: GROUP 5

NO NAME REG. NUMBER SIGNATURE

1 ALEX LYDIA NABACWA 2016/HD10/2913U

2 SERINA NALUGWA SANYU 2016/HD102921U
3 ANNET LUYIGA 2016/HD102905U
4 SUSAN MUGENYI 2016/HD10/2912U
5 SHAMIRA EKYASIMIRE 2016/HD10/2898U
6 SAMALIE BIRUNGI 2016/HD10/2897U

7 LAVELEH KARMANWOLO.V 2016/HD10/3268X

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TABLE OF CONTENT.
CHAPTER PAGE

CHAPTER ONE.

1.1 Introduction………………………………………………………………………………..3
1.2 Background………………………………………………………………………………..3
1.3 Statement of opportunity………………………………………………………………..…3
1.4 Purpose of the study…………………………………………………………………….…3
1.5 Conceptual frame work………………………………………………………………...….4

CHAPTER TWO.

2.0 Relationship between variables

2.1 Relationship between Authentic leadership and Positive deviance……………………….5
2.2 Relationship between leadership strength and positive deviance…………………………8
How leadership strengths are identified…………………………………………………..9
2.3 Relationship between positive emotions and positive deviance…………………...…….10
2.4 Relationship between positive deviance and positive organizational leadership………..11
Enablers of positively deviant leadership………………………………………………..12

CHAPTER THREE.

3.0 Change and its leadership……………………………………………………………….14

3.1 The role of leaders in organizational change…………………………………………….14
Characteristics of authentic leaders……………………………………………………..15
3.2 Best practice…………………………………………………………………………..…17
3.2 Conclusion………………………………………………………………………………19
3.3 Recommendation………………………………………………………………………..19
Refferences………………………………………………………………………………20

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 CHAPTER ONE
1.0 Introduction
This write up has three sections; with section one comprising of the introduction,
background, case study, statement of opportunity, purpose of the study, conceptual frame
work and explanation of the conceptual framework based on the best practice. Section
two, relationship between variables and section three covers the case study, Conclusion,
Recommendations and references and appendix.

1.1 Back ground

Organizations either succeed or fail because of the quality of the management.
Organizational leaders that support their employees and help them identify their natural
strengths, achieve great success lead to a flourishing and successful organization.
Successful organization leaders consider two types of resources in order to be healthy
that is, those resources that support performance and those that support healthy
organizations to highly compete in the war for talent.
Such Organizations are always aware of all information which results into a greater
demand for quality leadership and talent retention so as to avoid high staff turnover
(Burke & Cooper, 2009). A case in point is Welcome trust Uganda.

1.2 Statement of Opportunity

Organization Leaders being aware of their potential, help organizations to succeed, by
identifying themselves with the concerns of their staff, express love and care, win masses
of followers and therefore boost performance. This can be done through authentic
leadership, positive emotions, positive deviance and leadership strength to promote
positive organizational leadership.

1.3 The Purpose of the Study

The study will examine the relationship between authentic leadership, leadership
strength, Positive emotions, Positive deviance and Positive Organizational Leadership.

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 1.4 Conceptual Framework

Authentic Leadership

Positive Deviance Positive Organizational

Leadership strength
Leadership

Positive
Emotions

1.5 Explanation of the conceptual framework based on the best practice

Authentic leadership is the extent to which one becomes aware of his or her true self.
This leads to leadership strength and leadership strength leads to positive organizational
leadership. Nielsen’s authentic leadership through Self- awareness required leaders to
understand themselves and how their perceptions drive their assessment of people and
situations encountered. Leaders who invest time and energy in learning their strengths
and perceptual biases help themselves see situations more clearly. This capacity better
equips them to adapt to new challenges and opportunities quickly and effectively.

Self reflection an element of authentic leadership is a conscious and deliberate process of

thinking about and interpreting experiences in order to learn from them. Nielsen closed
herself in office and spent time thinking of how to encourage staff appreciate the new
performance management Reward system he realized that his ability to build
relationships would enable him interact with staff and brief them on the new system.

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Leadership strength. Leaders have different strengths and weaknesses, leaders who focus
more on what they do best are most likely to have successful outcomes than those who
focus on their weakness. This was seen in Welcome trust as performance improved after
Dr. Nielsen utilized his strengths through engaging employees during tea and lunch
break, guiding employees among others.

Nielsen was able to identify his strengths of building genuine relationships; through one-
on-one interactions with staff this helped him to convince staff to embrace the new
performance reward system.

Positive emotions which include; Joy, Motivation, Confidence and Trust improved
performance of staff to achieve targets and improved on the work ethics thus creating
positive organizational leadership.

Positive deviance advocates for an open communication that clarifies the organization’s
goals, purpose, the current progress and future potential of employees partnering as a
strategy to mitigate threats and weaknesses (Cooperrider and Whitney2005). For
example, Nielsen was in position to clarify to the employees that the reward system was
meant to benefit them and therefore they needed to accept.

All the above coupled together lead to positive organizational leadership.

CHAPTER TWO
2.0 THE RELATIONSHIP BETWEEN VARIABLES.

2.01 Relationship between Authentic leadership and Positive deviance.

Avolio and Luthans 2006 define Authentic leadership as being self aware, genuine,
optimistic,, balanced interms of decision making and transparent in enacting leadership
that energizes people, builds trust and reinforces and develops the leaders’ and followers’
strengths and self awareness. Caza and Jackson (2011) defined authentic leadership as the
extent to which one becomes aware of his/her “true” self. An authentic leader s/he

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openly clarifies his/her behavior towards the other by sharing information needed if s/he
is to make decisions. Such a leader accepts others inputs, discloses his/her personal
values motivates others.

Self awareness requires leaders to understand themselves and how their perceptions drive
their assessment of people and situations encountered. Leaders who have a clear
perception of personality that is to say; thoughts, strength, beliefs, weaknesses among
others see situations more clearly and this better equips them with to adapt to new
challenges and opportunities quickly and effectively.

Self aware leaders spend time reflecting on themselves. Self reflection is a conscious and
deliberate process of thinking about and interpreting experiences in order to learn from it.
Self reflection fuels development and performance of leaders.

Avolio,2005; Van Velsor and Drath 2004 assert that greater leader self awareness offers
opportunities for enhancing the leader’s knowledge and capabilities for self regulation.

Self awareness is important in determining leader behaviors and performance. This is so

because leader self awareness involves a focus on learning about one’s own leadership
capabilities including strengths, limitations and developmental goals. (Avoli et al 2007)

Gardner et al 2005 assert that authentic leaders develop authentic followers who display
the parallel qualities of their leaders and who together develop an engaged, highly
positive, ethical organizational climate. Through increase self awareness, self regulation
and positive modeling, authentic leaders foster the development of authenticity in
followers. (Avolio and Luthans, 2006; Luthans and Avolio, 2003)

Organizations that lack leaders with high aspirations hinder their economies from
reaching their full potential growth (Crawford Gillies: 2010). However, Organizations
that have authentic or positive leaders flourish. Authentic leaders search for opportunities
to invest in all employees and view all interactions with employees as opportunities for
increasing positive emotions for the employees thus bringing about measureable increase
in performance.

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An Authentic leader is genuine, optimistic, balanced in terms of decision –making,
transparent in enacting leadership that energizes people. Such a leader builds trust and
rein forces and other leaders’ and followers’ (Avolio &Luthans cited in Linley: 2010).
Authentic theory of leadership is based on the modernist psychological assumption that
an individual has a “true self,” independent of related influences.

Walumbwa et al (2008), asserts that the theory of authentic leadership was developed to
define four components of leadership and these include:

Self-awareness.

Leader self awareness involves a focus on learning about one’s own leadership
capabilities including strengths, limitations, and development goals (Avolio et al 2007).
Here one is able to understand his/her strengths and weaknesses and their multi-faceted
nature, this includes developing an insight into the self as one exposes the self with and
their impact to others. Greater leader self awareness offers opportunities for enhancing
the leaders’s self knowledge and capacities for self regulation (Avolio,2005; Van Velser
and Drath, 2004). Leaders become fixed without such awareness on one script that
prescribes how to handle certain events, lacking the capacity to interrupt automatic
patterns of behaviors and responses.

Internalized moral perspective.

This involves doing the right thing. Self-regulation is based on internalized moral values
(as opposed to those imposed by the group, organization or society) which are expressed
in ethical decision making and ethical behavior;

Balanced processing.

This is the objective evaluation of information before making a decision, including

encouraging others to question or challenge one's values. Balanced processing involves
being fair minded.

Relational transparency.

This simply means being genuine. Relational transparency involves leader behaviours
that are aimed at promoting trust through disclosures that include openly sharing
information and expression of the leader’s true thoughts and feelings, while
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simultaneously trying to minimize displays of in appropriate emotions.(Gardner et al.
2005)

Authentic leadership leads to authentic fellowship. Authentic followers are individuals

who display parallel qualities of their leaders and together they develop an engaged,
highly positive, ethical organizational climate. Authentic leaders foster the development
of authenticity in followers through increased self – awareness, self regulation and
positive modeling. (Avolio and Luthans, 2006; Luthans and Avolio, 2003)

2.02 Relationship between leadership strength and Positive deviance.

Avolio et al 2007 assert that individuals who are high in core positive psychological
resources show greater ability to be successful at difficult tasks, have more positive
perspectives on their work, and will be able to recover more rapidly from debiliting
events or challenging circumstances.

Confidence is one of the elements of leadership strength and it is defined as having the
self efficacy required to take on challenges and put in the necessary effort to succeed at
various tasks. Leaders who are confident of themselves are capable of handling all
challenges that come their way.

Leaders being resilient act positively deviant. Luthans et al (2007) assert that resilience
describes how individuals sustain and bounce back from problems and adversity to attain
success. Luthans (2002) defines resilience as the positive psychological capacity to
rebound or bounce back from adversity, conflict, failure or even positive events progress
and increased responsibility.

Leadership strengths are characterized by traits that inspire people into followership. For
leaders to effectively utilize their strength they need to know what those strengths are and
focus on doing well that that they do best in order to arrive to a successful outcome than
by working hard at excelling in areas which they are not best at.

Leaders who are able to use their strengths to communicate a compelling vision, develop
and execute credible strategies, expressing how they think, plan and take ideas from
conception to implementation, leaders who engage other and finally leaders who take

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time to clarify the values and leave by them will definitely win more followers (Garrett &
Frank, 2005).

Effective leaders demonstrate different strengths and those who make the best out of their
strengths through engaging followers and stakeholders achieve positive organizational
goals and objectives.

How leadership strengths are identified.

Identifying natural leadership talents.

Everyone has leadership talents. Leadership talent requires to blend with skills,
experience and discipline in order to shape leadership effectiveness. One of identifying a
person’s leadership talents is to ask their followers. Responses to questions such as “what
do I really do well as a leader” may provide individuals with insight into their leadership
talents.

Another way to spot a person’s leadership talents is to question what elements of

leadership they find satisfying and drawn toward reapeting.

Skills, experience and knowledge

Skills, experience and knowledge are very important in contributing to what a leader can
do. Mapping this out for individuals frequently uncovers further options and possibilities
that leaders can adapt to their situations. Leaders may benefit from considering how their
skills, experience and knowledge influence others. This may include which skills,
experiences or knowledge they could easily acquire or develop that would reap
significant benefits to their leadership.

Role of passion

Psychologist Nico Frijda (2000) describes passion as the desires, thoughts, plans and
behaviours that persist over time. Passion has an important contribution to make in the
effectiveness of a leader. Passion helps drive a leader therefore; leaders at their best are
passionate about what they are doing. By doing what they are passionate about, leaders
are more likely to be leading effectively.

Taming the “fatal flaws”

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Fatal flaws are those characteristics that can become career damaging or at the very least
have a significant impact on performance. It is important that leaders identify these flaws
and consider ways to tame them like, developing skill, growing in experience and
becoming more disciplined

Disciplined approach

Individuals need to taka a disciplined approach to managing their leadership strengths.

Individuals need to maximize routines and disciplines suitable to them in order to tame
the fatal flaws

2.03 Relationship between Positive emotions and Positive deviance.

Positive emotions are characterized by optimism. Optimism involves making a positive

reference about succeeding now and in the future. Seligman (1998) defined optimism as
those who make internal, stable, and global attributions regarding positive events and
those who attach external, unstable and specific reasons for negative events. Therefore
optimism is associated with appositive outcome, outlook or attribution of events which
includes positive emotions and motivation. Leaders who are optimistic look at situations
and events in a positive way and always hope for a better outcome.

Hope is an element of positive emotions. Hope is being confident and highly expectant
that something will happen. Snyder et al (1996) define hope as a positive motivational
state based on a sense of agency and pathways. Leaders who believe in positive outcomes
always go in to do what others see as impossible and always have new ideas.

Positive emotions greatly impact on how people relate to others to create new and useful
relationships in organizations. Positive emotions help people come together and grow
closer. In this, people view coworkers or their organizations as a part of themselves.
Building capacities of positive emotions can sustain organizations as they positively
evolve.

Positive emotions broaden individuals’ habitual modes of thinking and build their
personal resources for coping. Fredrickson et al (2003) in their research found out that
positive emotions fuel resiliency in times of stress, difficulty, or peril and in helping
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people build enduring personal resources, enlarge people’s capacity to generate ideas,
increase their alternative action which are useful in for coping, recovery and supporting
individual change. For example cheerful people in most cases interpret obstacles or
failures as temporary setbacks with external causes hence they are more prone to
persevere.

Positive emotions help individuals establish positive meaning in their job and
organizational roles thus stimulating competence, achievements, involvement,
significance and social connections.

Positive emotions are linked to work achievements and high quality social environment.
Positive emotions bring about satisfaction, motivation and productivity. Positive
emotions help to generate both individual and organizational growth as well as improving
performance overtime.

Positive emotions energize and sustain transformation. Positive emotional climate helps
to create and support transformative cooperation in organizations as well as contributing
to enhanced performance, with increasing customers and company sales.

Positive emotions also elicits more exploration and enjoyment of new ideas and can
enhance creativity" (Isen, 2000). According to Frederickson (2009), she identified ten
most common positive emotions and these included joy, gratitude, serenity, interest,
hope, pride, amusement, inspiration, awe and love.

2.04 Relationship between Positive deviance and Positive Organisational leadership.

Positive deviance focuses on enabling positive performance is oriented towards
affirmative, extraordinary and virtuous performance in both conducive and challenging
circumstances.

The positively deviant leaders have skills which include; thinking strategically about
problems, issues or challenge whether simple or complex. Taking time to think about
issues, problems or challenges gives leaders various quality options on how to deal with
the prevailing situation.
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Positive deviance advocates for an open communication that clarifies the organisational
goals, purpose, the current progress and future potential of employees partnering as a
strategy to mitigate threats and weaknesses (Cooperrider and Whitney2005).

Enablers of positively deviant leadership.

Enablers are the processes, techniques or practices that leaders use to produce
extraordinary results. (Cameron and Lavine, 2006)

The clan or Collaborative Quadrant.

Ouchi (1981) asserts that strategic behavior in the clan or collaborative quadrant centers
on enablers focused on the management of human capital and Organizational culture. In
this quadrant, leadership views human development as, empowerment and the
commitment of employees as a key resource and focuses on building an organizational
strategy that capitalizes on cohesion, concesus, and the satisfaction of group members
through involvement (Jackson and Schuler 2003; Bamberger and Meshoulam, 2000)

Enablers in this quadrant relate to how the organization recruits, motivates, developes
rewards and retains its human resource base. Recruiting the right people is important in
bringing about positively deviant outcomes because if there is a fit between employees’
goals and the organisation’s strategy, it engenders extra mile efforts, support for the
vision and adaptability to change.

Training is very important for organizations adopting clan like strategies because it builds
values creating human capabilities (Cameron et al. 2006). Often this is accomplished
through training programs that directly link educational goals with strategic outcomes.
Becker and Huselid (1997) assert that appropriate training programs empower employees
with the knowledge to make effective decisions that are aligned with the organization’s
mission.

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Apart from formal human resource management processes like training, recruitment
among others, building a high performing culture is also an enabler in the clan quadrant.

Schein (1985) defines Organisational culture as the shared values, artifacts and
assumptions that define an organisation’s ideology for solving problems, adapting to
change, interacting with the external environment and integrating internal resources.
Organisational culture helps an organization to visualize it purpose thus facilitating the
process for developing and implementing a positive strategy.

The Adhocracy or Create Quadrant.

Cameron and Quinn (2006 ) assert that this quadrant focuses on strategies that enable
breakthrough change, innovative adaptation and futuristic positioning by framing
opportunities and challenges in relationship to the external environment. Leadership
emphasizes creativity, agility and constant change. Employees are always encouraged to
be innovative, risk takers and envision the future. Adhocracy or create quadrant produces
positively deviant out comes through innovative practices and mindset.

The market or compete Quadrant.

Market or compete quadrant consider competitive strategy with a focus on external stake
holders (Porter 1980). Cameron and Quinn (2006) assert that strategic actions in this
quadrant attempt to produce positively deviant out comes by being aggressive and
forceful in the pursuit of competitiveness. Employees are encouraged to compete hard,
move fast because the culture rewards aggressive action, fast responses to competition
and customer orientation. This pressure to perform energizes the culture of the
Organisation as the thrill of victory and agony of defeat help motivate and focus on
producing positively deviant outcomes.

The Hierarchy or Control Quadrant.

Cameron and Quinn (2006) assert that hierarchy or control quadrant is centered on
internal maintenance but emphasizes stability, predictability and incremental changes.
Emphasis is put on efficiency, careful controlled processes, quality enhancement as well
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 as cost and productivity improvements. This eliminates wastes, redundancies and
improves employee performance and help organizations unction more smoothly.

CHAPTER THREE
3.0 Change and its Leadership
Change and its leadership focuses on the causes of change failures, the challenges faced,
the factor that lead to change success, the aspects of positive psychology and the extent to
which they contribute to an understanding of approaches and practices which lead to
successful change. There is need for organizations to implement major changes to
respond to a business environment which is becoming increasingly volatile and complex
(Carnal, 1999). Leadership is one of the phenomena of organizational change and
innovation (Wassim and Asghar: 2010). A leader as a person can charge or is seen as a
change agent who can manage an organization or manage the process of change in an
organization.

Kotter 1995; Beer and Nohria, 2000 assert that change initiatives fail. The problem of
failure to manage change effectively is illustrated by Buchanan et al (1999) from a survey
carried out showing that managers have neither the expertise nor capacity to implement
change successfully and that managing change according to textbooks theory is difficult.

Change is a complex process. Lichtenstein (1996) proposes that the root of much of the
failure in change is that managers are trained to solve complicated problems rather than
complex ones. Thus managers view change as a problem which can be analysed and then
solved in a linear or sequential manner. However, complex problems require managers to
cope with dilemmas in the system rather than to arrive at definitive solutions.

3.1 The role of leaders in Organizational change

The role of leaders in change process does impact significantly on the success of change.
The beliefs and mindsets of leaders have been shown to influence their orientation toward
choices and approaches to problem solving. Therefore leaders’ behavior will influence
their approach to change and its implementation. Higgs and Rowland (2005) examined
the behavior of the change leaders and identified three core sets of behaviours.
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  Shaping behavior. The communication and action of leaders relate directly
to the change; making others accountable, thinking about change and
using an individual focus
 Framing change. Establishing starting points for change.
 Creating capacity. Creating individual and organizational capabilities,
communication and making connections.
Change leaders understand and incorporate the wider context, they build their leadership
teams to think and act for the whole, they work on underlying systems that produce the
performance out comes, they are then patient with people to make the transition, they
display extremely high levels of self awareness and they set tangible measures for the
change (Higgs and Rowland 2007).

Organizational leaders who influence and help the organization go through change are
characterized by:

Leader as a technical aspect:

During change or transformation in an organization a leader is looked at the technical
aspect and the people/emotional aspect during change through having proper systems,
structures, technologies, processes and rewards in place, such that the work setting
supports, motivates and sustains people in their transformation efforts (Khoo:2013).Such
a leader has to listen to the people aspect since it’s the people who make up the
Organization.

Leader as a shaper:
During change or transformation, the leaders are seen as a shaper. Traditional
management looks at the leader as
a. The controller of everything in the Organization according to how the organization plans
and there should be no unwanted outcomes.
b. Such leaders should be in position to predict change therefore can choose how the
change process should go (Higgs and Rowland: 2005).
c. As "shaper", s/he personally controls what gets done, sets the pace for others, and
expects others to follow their example.
d. The leader is expected to be responsible, must know what is right and necessary for the
organization, and know if people will embrace the change.

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e. Such a leader should be in position to overcome change resistance from the people in
order to make them think and act differently. If people are not emotionally being
involved in the change process it might fail
Leaders as enablers

Higgs & Rowland (2011) noted that the focus of change efforts needs to be more on
"doing change with people rather than doing change to them" ).This leaders plays an
enabling role in a transformations/he creates conditions that encourage and energizes
people to contribute to change and grow from the transformation process.

More so this leader provides such leaders provides a technical framework for change, and
seeks to engage people, and facilitate them to be emotionally aligned to change,(Kuepers
,2011).This can be done through communicating the values and purpose of the
organization, paying attention to relationships and the communication of stories and
symbols that are important for the organization. Within this environment, people have the
opportunity to experience the uncertainty and conflict in a transformation process, and
through this, create meaning for them.

Share vision of the future

Leaders frame the vision in a way that appeals to people's need for meaning and
achievement, people understand the need for change and will be aligned with the
organizational purpose, and hence, get motivated to change their behaviors’.
Give clarity about and ownership of the strategies

`Leaders need to give clarity about the strategies to bring the organization’s vision into
reality, so people know what is to be done and how they contribute to the whole.
Crucially, people should be involved in the development of the strategy and be
empowered with the necessary skills and resources to carry out the strategy (Gill, 2003)

Have a supportive culture and shared values

An organization’s culture strongly influences how people behave, Interact with others,
how they work and how they think (Brandson (2008)

During change, leaders should provide the opportunity for the organization to clarify its
values and encourage people to embrace them in their everyday organizational

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 behaviors’. Leaders also need to be aware of negative group norms which can undermine
the transformation effort.

Inspire and Motivate

Leaders have to be in position to inspire and motivate people to accommodate change.

This leader can must decide how best s/he can to balance the need for people to be given
enough time and space to discover their emotional alignment against the competing need
to meet organizational timelines and milestones for their transformation journey.

Leaders become significant in terms of making judgments in relation to change

approaches to be adopted. In all organizations some individuals would be resistant to
changes. Buchanan and Boddy (1992) identified significant factors in exploring the
nature and causes of resistance.

 Resistance will happen when the reason for the change is unclear.
Ambiguity can trigger negative reactions among employees.
 Resistance will happen when those impacted by the change have not been
consulted about the change.
 Resistance will happen when change threatens to modify established
patterns of working relationships between people.
 Resistance will happen when communication about the change has been
inadequate.
 Resistance will happen when the benefits and rewards for making the
change are not seen as adequate for the trouble involved.
 Resistance will happen when change threatens jobs, power and status in an
organization.

3.2 Best practice

Dr. Kaggwa (not real names) was the Country Director of Welcome Trust- Uganda since
inception in 2005.Welcome trust is an HIV /AID research Organization which aims at reducing
on the communicable Diseases through Health Education and Promotion.

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His leadership was full of bureaucracy, lack of training, there was a big gap between him and
his staff, he was slow at problem solving and decision-making. During his leadership, there was
no recognition for good performers generally the staff never felt at home with the organization
and many left after working for a short time which affected the organization goals and objectives
of developing an effective team in the prevention and treatment of communicable diseases.

During the Organization’s annual general meeting the programme auditor noticed that every six
months the organization was losing (resignation) a staff and advertising for replacement which
was becoming costly in terms of the entire recruitment process and the organization’s
productivity reduced from 80% to 50%. Dr. Kaggwa felt he had failed the Organization as a
leader and resigned from the organization he had served for over 4 years.

In 2010, Dr Nielsen an American native took over his position, as the newly appointed Director,
his major concern was to bring back harmony among staff by thinking of a way forward. He
decided to close himself in his office and think of ways to improve the situation. Nielsen realized
that one of the ways through which he would motivate the staff was by introducing the new
Performance based reward system. On the 12 May of 2010, he engaged himself with the staff at
their work stations, during tea and lunch break, during these engagements he identified himself
with their fears, expressed love and care through guiding staff on how to use the system, made
follow ups, emphasized the need for the new Performance Based Reward system its advantages
and how it was going to bring about developments through promotions and salary increments.

He further informed staff that Welcome Trust would celebrate each member of staff’s birthday
with a birthday card and cake, he introduced a health insurance package with AAR where every
staff member plus his or her official spouse and four biological children would have a Health
Insurance package of 4 million per a year, an opportunity to be sponsored by the Organization
to attend a Good Clinical Practice training in either Nairobi – Kenya or South Africa depending
on where the years training would be held unlike before where only the line managers would
travel for the same training every year. To bridge the gap between top managers and lower level
managers, she introduced team building activities every quarter of the year, and staff suggestion
box. Positive leadership created by Nielsen reduced, bureaucracy, increased in speed of work,
simplicity and self-confidence, cooperation and team work among staff .Because of a good
working environment there was staff commitment to work, thus improved performance and
productivity from 50% to 75% and above all there was a good staff retention.
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Welcome trust employees have embraced the organizations leadership style, the reward system
which is a clear way of motivating employees leading to retention and continuous success for the
firm.

Lessons learnt.
Organizations and individuals should therefore put in place strategies which embrace good
leadership.

Organizational leaders should be authentic that is to say be self aware and reflect on themselves
just as Nielsen how he empowered employees to take risks and promote commitment to a
common goal.

Leaders in the organization should encourage employees and support them in improving
processes and performance.

3.1 CONCLUSION

Leaders who are aware of their strengths are in a better position to influence, inspire and win
followers. Such leaders lead to measureable increase in performance because they search for
opportunities to invest in all employees. Such leaders view all interactions with employees as
opportunities for increasing positive emotions for employees thus leading to Organizational
growth, flourish succession and achievement of their set goals and objectives. Leaders who
invest time to reflecting, knowing about their strengths, and inspire positive emotions enhance
positive organizational leadership.

3.2 RECOMMENDATIONS

Positive organizational leadership should be encouraged through policies by organizations. This

can be done through identifying individuals who are able to win followers and inspire change
through understanding environmental. Organisations need identify leaders who can enable a
positive strategy in order to make their Vision, Mission and Objectives a reality

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