Summary: Morale In Leadership

Leadership is a term often mistaken for management, similar in nature but not all managers are natural born or taught leadership. (Boundless Management, Defining Leadership, n.d., p. para. 1). Leaders, develop vision and think long-term for the business or company as well as influence staff members to listen. Occasionally, employees lack motivation or require a boost in morale and while most managers cannot boost morale in stressed employees, leaders can and do. (Boundless Management, Defining Leadership, n.d., p. para. 21). Morale stands as a long-term issue with high employee turnover rates, specifically high morale that later turns into extremely low morale among several employees. Often, personnel seek out other companies that offer added

Fortunately, there are ways a leader can utilize effectively to motivate current employees, which will also build drive in every member without negatively affecting production levels. For instance, ways a leader can improve motivation include tips from American Management Association and Boundless Management. First, fulfilling the staff member’s needs and emotions in the workplace and often the work space itself. This includes gathering the staff for a meeting and addressing their anger and guaranteeing the team members their feelings are valid and heard. (Boundless Management, Motivating an Organization, n.d., p. para. 4). Secondly, rebuild the lost trust between the non-motivated employees by demonstrating respect and proving to each member their value. (Schaefer, n.d.). Lastly, communication is a large part of employee morale as staff members want to be heard from the manager. Taking an active role in listening whether active or reflective will improve the way the employees see the leader and ease the tension as “us vs. them”. (Boundless Management, Improving Communication, n.d., pp. para. 6,7) On the other hand, influences can hinder any attempt to boost morale and can prove detrimental to the overall goal of improving motivation among workers. One large factor attributing to interfering with building morale is lack of trust from employees towards the managers or the company. This is said to prove morale and motivation at the lowest point and not effective in production (Schaefer, n.d.). If the employees do not trust the leader that is attempting to boost the motivation, any communication from the attempt will go unnoticed and not improve production and