s.
Discuss the importance of a leaders understanding of emotional makeup of employees with 3 examples and their needs in work place?
Compassion for employees is an underrated value that managers need for cohesion. Business often speaks to the importance of hard tangible savings or revenue created while assessing success within their organizations. But soft savings that cannot be recognized on the P&L statement are generated via employee engagement. Compassion or understanding is vital in creating a relationship between leadership and employees. (Sung-Hoon et al., 2021) Consider organizations granting of family leave to employees after childbirth. Pre- and post-natal care for both mom and dads have been a focus for organizations in recent years. Some organizations even grant extended paid leave to support families. These actions provide connectivity between employee and organizations as well as aligning values. In direct alignment with compassion is promotion. Leaders that encourage employees via mentorship enjoy connectivity with a bond that inspires employees to go above and beyond for leaders and organizations. Promotions also provides an avenue for employees to provide innovative ideas that drive organizations success. (Allen et al., 2017) The third emotion that supports employee- leader relationships is confidence. Confidence has the ability to lead employees when they lack confidence. It inspires employees when all other characteristics or actions fail. Sometimes employees need to visualize success through adversity to achieve greatness. Confidence can provide the necessary push needed to cross the finish line.
Reference:
1. Sung-Hoon, K., Choi, Y. (2021) Positive leadership and organizational identification: Mediating roles of positive emotion and compassion. Problems and Perspectives in Management; Sumy Volume 19, 1. p. 13-23. https://doi.org/10.21511/ppm.19(1).2021.02
2. Allen, G.W., Attoh, P. A., Gong, T. (2017) Transformational leadership and affective organizational commitment: mediating roles of perceived social responsibility and organizational identification. Social Responsibility Journal; Bingley Volume. 13, 3. p. 585-600.
