TOP5 leadership practises for high performing teams
Good leadership, which simultaneously creates well-being and improves productivity, is not a contradiction, but a mutually reinforcing entity. It can be structured into a few key principles that can be seen in everyday leadership practices. (Source: Leadership behavior and employee well-being: An integrated review and a future research agenda)
1. Clarity and direction
Good leadership creates an understanding of why work is done and what is being pursued.
Clear goals and roles reduce strain and uncertainty
Prioritisation prevents constant rush and overlapping work
Meaningfulness of work increases commitment and motivation (Employee Well-being, Productivity, and Firm Performance: Evidence and Case Studies)
Effect: Less wasted work, better focus, wellbeing and higher work engagement.
2. Trust and psychological safety
Well-being and productivity are created in an environment where people dare to act, learn and speak openly.
Trust enables independent working style, courage to ask for support and fast decision-making
Learning from mistakes replaces blame and hiding
Open interaction reduces hidden problems and conflicts, leaders can act faster to develop solutions
Impact: Faster learning, better quality, and fewer human risks.
3. Individual support and timeliness
Good leadership takes into account that work ability and performance vary.
Early discussion prevents problems from accumulating
Supervisors recognize workload, skills gaps and life situations
Support is concrete and solution-oriented, not reactive
Impact: Fewer absences, better maintenance of work ability and longer careers.
4. Continuous learning and development
Productivity comes from people knowing how to do the right things right.
Continuous learning and competence development are part of everyday working life
Regular and constructive feedback is fostering learning culture
People are given the opportunity to develop and influence to their own work
Impact: Higher quality of work, better ability to change and innovativeness.
5. Functional structures and processes
Good leadership is not only based on individuals, but on structures that support the work.
Clear operating models and playbooks reduce the workload of supervisors
Digital tools support, not complicate daily leadership
Data is used in planning the future actions and for decision-making, not just in reporting history
Impact: Consistent leadership, better predictability, and scalable productivity.
6. Fairness and equality
The experience of fair treatment is a key source of well-being.
Similar situations are handled in the same way, there are rules of the game
Decisions are well-founded and transparent
Everyone's work ability and team performance are systematically supported, not only for the ones who speak louder
Impact: Trust in the organization, engagement, and lower churn.
Conclusion
Good leadership that creates well-being and high hperformance is:
Proactive and not reactive
People-oriented, but business-oriented
Rules of the game are equal, not just depenging on individual supervisors
Data and interaction-based
When people feel good, they are able to do their jobs better. And when the work and people are well lead, well-being is not a by-product – but a competitive factor.