A leader needs to create an excellent onboarding experience by following and maintaining certain measures such as giving office-wide introductions to newly hired employees. Giving tours of the workplace, shadowing peers, arranging meetings, and completing modules for training can be effective ways to foster a positive work environment through onboarding processes. On the other hand, a leader can also promote a good balance between work and personal life to develop and maintain a positive work environment. Effective work-life balance helps employees get a higher job satisfaction rate as it helps them fulfil various employee needs, increasing their commitment towards work and work organization (Mulang, 2022). Efficient leaders generally promote work-life balance in the form of a reward for workers to help them feel valued within an organizational setting. It can also help employees to feel valued by the organizations in which they work. This initiative by leaders can also help companies to acquire better performance due to increased dedication and productivity of workers because of a “positive work environment”.
On the other hand, open communication is necessary to create a positive atmosphere in the workplace. Leaders, thereby need to maintain open as well as transparent communication within workplaces to maintain honest and open communication with workers (Hong and Ji, 2022). Meaningful conversations with employees help leaders develop and maintain a positive relationship between the company and the employees which can ultimately help in creating a positive work atmosphere. Leaders need to stay open to suggestions and feedback from workers so that they can infuse effective changes as per the demands of the employees to make the atmosphere of the workplace better. Moreover, leaders can also set up systems for employees that they can use to record issues that can hamper the work atmosphere. Leaders can also acquire certain skills to develop a robust and positive work environment. These skills include acquiring a Bachelor’s degree in Business, a diploma in management and leadership, a Bachelor’s in psychological studies, a master’s in management, change, leadership, innovation, and a graduate diploma in business.
Apart from these measures, leaders also need to give proper recognition and rewards to employees for their hard work so that they feel recognized as well as valued (Spisakova, 2019). These rewards can help employees to develop as well as maintain certain behaviours within workplaces that encourage positive work atmosphere development. Monetary rewards are always not the solution however, recognizing the efforts of employees is necessary to maintain positive relationships and work environment inside workplaces. This initiative by leaders can motivate employees greatly as well as cultivate and maintain a positive work culture and work atmosphere. Leaders need to provide employees with “learning and development” opportunities for personal growth which can motivate them to maintain a “positive work environment” (Molloy, Boud & Henderson, 2020). Moreover, leaders can also encourage team spirit and collaboration to form strong bonds among employees through unity to improve the overall productivity of teams inside organizations. This team spirit can help organizations to maintain a “positive environment” for work as well and leaders can accelerate this process by arranging team events, celebrating birthdays, and arranging annual luncheons or parties.
Sincerely,
Name
References
Hong, C. and Ji, Y.G., 2022. When transparent leadership communication motivates employee advocacy: Testing the mediator roles of employee attributions in CEO activism. Public relations review, 48(3), p.102202. https://doi.org/10.1016/j.pubrev.2022.102202
Molloy, E., Boud, D., & Henderson, M. (2020). Developing a learning-centred framework for feedback literacy. Assessment & Evaluation in Higher Education, 45(4), 527-540. https://doi.org/10.1080/02602938.2019.1667955
Mulang, H. (2022). Analysis of The Effect of Organizational Justice, Worklife Balance on Employee Engagement and Turnover Intention. Golden Ratio of Human Resource Management, 2(2), 86-97. https://doi.org/10.52970/grhrm.v2i2.169
Spisakova, E. D. (2019). Position of employee benefits in remuneration structure. Transformations in business & economics, 18(2), 47. https://www.researchgate.net/profile/Barbora-Gontkovicova-2/publication/333972612_Position_of_Employee_Benefits_in_Remuneration_Structure/links/5d108808299bf1547c795b64/Position-of-Employee-Benefits-in-Remuneration-Structure.pdf
