1. Running head: LEADERSHIP TECHNIQUES: NOURISHING A POSITIVE WORK
ENVIRONMENT
Leadership Techniques: Nourishing a Positive Work Environment
Lori B. Floer
Arizona State University

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LEADERSHIP CHALLENGES: NOURISHING A POSITIVE WORK ENVIRONMENT
Introduction
I selected the executive staff within the unit where I used to work at the Arizona
Department of Economic Security (DES). I chose this group for two reasons. The first being that
I am familiar with this group and knowing my audience aids my determination of the proper tone
and format for the presentation. This group is familiar with and in appreciation of PowerPoint
presentations. I believe this group is unlikely to be receptive to change especially if it is
perceived as being preachy or condescending. For this reason, a familiar format is desired so I
chose to present the material using PowerPoint. Additionally, I attempted to avoid the negative
leadership attributes on the Universal Negative Leader Attributes like "loner" or "asocial" by
using humor and inclusionary language (Northouse, 2015, p. 8). At the same time, I was careful
to demonstrate only a few of the Universal Positive Leader Attributes in order to appear
unintimidating and humble (Northouse, 2015, p. 8). The second reason I chose this group is
because having worked there I know they could utilize the information in the presentation in
their current work setting. Despite the fact that the executive team are all in leadership positions,
the Department offers them no leadership training. Line staff are typically ignored and neglected.
For example, in my experience working for DES I watched capable staff members who were
eager to participate become members of the out-group as they were intentionally removed from
the decision making and brainstorming processes. During the time I worked for the Department I
often felt alienated and as though I was be discriminated against. These feelings are consistent
with what Northouse (2015) describes as typical for out-group members (p. 198).
The leadership concepts in my presentation are all aimed toward one thing, nourishing a
positive work environment. In general a leader's job is to make a better work environment
through conflict resolution, increasing productivity or whatever other aspects the organization

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LEADERSHIP CHALLENGES: NOURISHING A POSITIVE WORK ENVIRONMENT
considers valuable. A leader makes the work environment the best it can be. In my presentation,
I mention three leadership techniques known to foster positive work environments including,
building cohesiveness, promoting excellence, and working with out-groups. According to
Northouse (2015), building cohesiveness and promoting excellence are both effective techniques
for establishing a constructive climate (p.175). However these methods alone may not be
effective in situations with out-group members as they often require specialized techniques.
Discussion
Building Cohesiveness
Cohesiveness is described by Northouse (2015) as being "a sense of 'we-ness', the cement
that holds the group together" (p.175). Building a cohesive environment allows members to feel
comfortable enough to openly express their thoughts and opinions. Similarly, Northouse
describes members of cohesive teams as being better at both giving and receiving feedback
(p. 175). Ed Muzio (2011) presents the idea of building cohesiveness during brainstorming
through a series of steps in his video "Brainstorming done right". Muzio says it's important to
encourage participation, but not to force it. He goes to state that judging questions and making
evaluations should both be avoided. Muzio's video promotes the building of a cohesive
environment by engaging inactive members to participate and avoiding discouraging remarks.
The benefits of building cohesiveness include improving staff participation, creating a positive
environment, increasing goal-oriented behavior, boosting staff morale, and finally, increasing
productivity.
Promoting Excellence
Promoting the standards of excellence seems straightforward, but often the many
techniques are difficult to master. Research has shown standards of excellence are essential to

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LEADERSHIP CHALLENGES: NOURISHING A POSITIVE WORK ENVIRONMENT
team achievement (Northouse, 2015, p.178). Northouse (2015) outlines what are known as "the
three R's" beginning with the first R, Require Results (p. 181). During this first stage of
managing performance, it is important that the leader articulate very clear expectations for the
group (Northouse, 2015, p. 181). It is important that the message is not only clear, but it is also
important that it be specific and provides information such as deadlines during this phase. This
phase is also the point that individual goals and objectives should be shared amongst the group.
The second R phase is Review Results. In this phase, the leader provides constructive feedback
and resolves any potential problems. Constructive feedback is defined as "honest and direct
communication about a group member's performance" (Northouse, 2015, p. 183). In Ed Muzio's
(2010) video "Encouraging Excellent Performance", he provides the acronym SPPIFI to describe
a useful method for providing feedback. The first letter in the SPPIFI acronym is "S" for
Specific. It's important that the group know exactly what the leader means so the leader must be
very specific and provided examples if possible. The "P" is for Pure. This means that the
message being delivered, in this case feedback, must focus on one specific thing. Muzio
discourages what he calls "but sandwiches" in which a compliment is follow with a "but" which
is followed by negative remark. For example, saying "you're a terrific person, but you are
habitually late". According to Muzio this technique distracts from the message and often results
in the message receiver remembering only the negative statements. The second "P" is for
positive. This refers to the use of positive language like avoiding the use of judgments and
double negatives. The "I" is for immediate meaning that the feedback should be given
immediately after a task is completed. Feedback given long after a performance is ineffective
since the employee has probably forgotten or has lost interest. The "F" is for frequent because the
feedback is most effective when given frequently at first. Last it the second "I" for irregular

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LEADERSHIP CHALLENGES: NOURISHING A POSITIVE WORK ENVIRONMENT
because feedback is best received when given irregularly. If for example, feedback is only given
at staff meetings this becomes the expectation and thus the feedback lacks authenticity and
appears rehearsed. For staff who considers themselves members of the out-group, building a
cohesive environment and promoting excellence alone will not improve the work environment.
These staff members may require specific strategies known for their effectiveness with out-
groups.
Working with Out-Group Members
Northouse (2015) defines out-group members as "those individuals in a group or an
organization who do not identify themselves as part of the larger group" (p. 198). Northouse goes
on to say that out-group members may feel "unaccepted, alienated, and even discriminated
against" (p.198). Out-groups form when individuals are in opposition with the in-group, when
they cannot identify with the in-group, when they feel they are being excluded and lastly, if they
cannot clearly communicate to the in-group (Northouse, 2015, p. 200). The results of not having
cooperation from the out-group can be detrimental and include decreased staff participation, a
negative environment, increased off-task behavior, decreased staff morale, and finally, reduced
productivity. Given the potential impact, it is worth the time and effort to improve relationships
with out-groups members. Strategies for working with out-groups include listening and hearing
the person without judgment. Out-group members want to be heard so listening can be a very
powerful strategy. Next is showing empathy which is "a special kind of listening that is more
demanding than just listening" (Northouse, 2015, p. 205). Showing empathy is trying to feel and
understand what the other person is feeling. Empathy can be demonstrated through "restatement,
paraphrasing, reflection, and giving support" (Northouse, 2015, p. 205). Strategies for working
with out-group members also include recognizing their contributions and helping them feel

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LEADERSHIP CHALLENGES: NOURISHING A POSITIVE WORK ENVIRONMENT
included by asking for their thoughts or inviting their participation. The building of mutual
respect and trust can over time; lead to a personal relationship which make out-group members
feel included. Lastly and most importantly, out-groups must be given a voice and empowered!
To be given a voice means they are equal to other members of the group and to be empowered
means they are included in planning and decision making. So without this last strategy, out-
group members will remain out-group members. After all, lack of involvement and feeling
unaccepted is what made them out-group members in the first place. The preceding five
strategies are essentially preparing the leader and out-group member for this last step in which
the leader allows the out-group member to be "on equal footing with other members" and be
"more involved, independent, and responsible for their actions"(Northouse, 2015, p. 209).
Conclusion
This leadership message will benefit the DES Executive Team by outlining effective
techniques for nourishing a positive work environment that can be universally adopted by all
members of executive staff. The message includes information not provided to DES Executive
staff in formal training. The information includes techniques to improve relationships with
employees who feel unaccepted (out-groups) as well as techniques that are more universal such
as, building cohesiveness and promoting excellence. Overall, I want the take-away from this
presentation to be that it doesn't cost an enormous sum of money or take an extreme amount of
resources to increase productivity and make staff happy. To the contrary, there are simple,
inexpensive, and effective methods for nourishing a positive work environment that benefit both
staff and leaders. While these methods require a mindful leader and much practice to master,
they are effective and well worth the efforts. By building cohesiveness, promoting excellence,

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LEADERSHIP CHALLENGES: NOURISHING A POSITIVE WORK ENVIRONMENT
and working with out-groups leaders in any organization can promote a positive and more
productive working environment.

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LEADERSHIP CHALLENGES: NOURISHING A POSITIVE WORK ENVIRONMENT
References
Muzio, E.G. [Ed Muzio]. (2011, November 30). Brainstorming done right. [Video file].
https://www.youtube.com/watch?v=9K8W4ooygUU
Muzio, E.G. [Ed Muzio]. (2010, February 24). Encouraging excellent performance.
[Video file]. https://www.youtube.com/watch?v=c_RL77ApgQY#t=15
Northouse, P. G. (2015). Introduction to leadership. Thousand Oaks, CA: SAGE
Publications, Inc.