Generational Differences in Leader Values and Leadership Behaviors (original) (raw)
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Improving Leader Effectiveness Across Multi‐Generational Workforces
Journal of Leadership Studies, 2020
There currently are four generations of people in the workforce which presents a potential challenge for leaders to navigate differences in generational perspectives, values, and priorities. The current paper addresses several questions: Do generational differences exist relative to work relationships? Are generational differences independent of time period and stage of life? Is there a skillset to improve effectiveness of leaders of multiple generations? Perception of generational differences exist and result in workplace issues for leaders to address. However, differences among workers are based more on individual differences and stage of life than on "membership" in a given generation. Regardless of generation, all people want to be respected and valued by leaders, and leaders should consider people as individuals rather than as a member of a stereotyped generation.
ProQuest, 2019
In the last few decades, the world has witnessed an unparalleled increase in human longevity, accompanied by more years of employment and declining birth rates. These unusual events have dramatically raised the portion of older employees who are still active in the global labor force. Scholars have recognized that, along with the overall aging of the workforce, older individuals will increasingly occupy leadership positions. Since the current knowledge economy promotes a globalized, competitive, and rapidly evolving educational and business environment, organizational leaders are increasingly facing challenges to keep their leadership knowledge base current. Organizational leaders must attract and retain the best human capital, competent individuals who can act strategically to move their organizations forward. Consequently, it is prudent to believe that, in order to face the new challenges of an aging workforce, organizations will require exceptional leaders to maintain a cohesive organizational system in which diverse generational cohorts may interact and work together efficiently and effectively. Using leadership identity theory, dynamic capabilities, and the leadership trait approach as the conceptual framework, this study assessed intergenerational perceptions of the importance of seven leadership traits: intelligence, decisiveness, compassion, innovation, organization, ambition, and honesty using a national sample of almost two thousand adults in the United States representing four generational cohorts: Millennials, Generation X, Baby Boomers, and the Silent generation. This quasi-experimental quantitative study sought to identify the differences in perception of the importance of leadership traits that each of these generational cohorts may have and the interaction that gender and educational level may have on generational cohort perceptions of the importance of leadership traits. Descriptive statistical analysis and comparative analyses including one-way and two-way ANOVA were conducted to determine any statistically significant differences in means among the differences in means of the perception of the importance of leadership traits among generational cohorts moderated by gender and educational level. Statistically significant findings for some, but not all, of the seven leadership traits included in this study were found by generational cohort and these differences were moderated by gender and educational level. Implications and recommendations for policy, practice, and future research are offered.
Strategies for Leadership Styles for Multi-Generational Workforce
Leadership for multicultural organizations. Journal of Leadership and Management, 2015
The workforce in the United States has been divided into four distinct groups, which are identified as generations. Each generation has developed a set of values and attitudes that are different from one another. Leaders in various organizational settings should understand these generational differences in order to be more effective in leading a multigenerational labor force. In this study, the authors reviewed literature related to this topic and examined each generation's characteristics, lifestyles, values, and attitudes. The conclusion from this study is that generational differences are legitimate diversity issues that organizations need to recognize and understand.
2021
ABSTRACT: Understanding and identifying the traits of different generations and their effects on management is essential for creating a strategic business operational management structure. This literature review aims to identify traits associated with each generation and determine if any cross-generational traits exist to capitalize on each group's characteristics and find solutions in managing multiple generations. This research will examine the literature on each generation consisting of the Traditionalist, Baby Boomers, Generation X, Millennials, and Generation Z; and attempt to identify traits that affect each generation's ability to be managed in the workforce and work with other employees of different generations. The goal is to test the assumption that some, if not all of these traits, are unique to or are shared across generations. This review will explore each generation's set of traits and management characteristics to develop the groundwork to form successful ...
Leadership Styles and Generational Differences in Manufacturing and Service Organizations
Organizacija, 2023
Background and purpose: The purpose of this study was to examine generational differences and leadership style preferences in service and manufacturing organizations in southeastern (SE) Slovenia. The focus was on preferred leadership approaches and generational differences. Methods: Quantitative research was conducted using the Multifactor Leadership Questionnaire (MLQ) to collect data on a sample of 208 employees in manufacturing and service organizations in SE Slovenia. The questionnaire was distributed online and responses were analysed using Kolmogorov-Smirnov test, Shapiro-Wilk test, and the Kruskal Wallis test. Results: The results showed that the transformational leadership style was most preferred by the respondents, followed by the transactional and the least preferred was the laissez-faire style. A significant generational difference was found in the preference for the transactional leadership style, with Baby Boomers showing the highest preference and Generation Z the lowest. Conclusion: Although the study was limited to SE Slovenia and generalizability is limited, the results suggest that organizations should provide leadership training adapted to generational preferences to promote effective leadership. Future research should consider longitudinal and sector-specific studies, as well as the inclusion of variables such as cultural background and organizational culture.
Revealing the Leadership Characteristics of the Modern Age: Generation-Z Perspective
International Journal of Organizational Leadership, 2024
Over time, the increasing modernization of enterprises and the coexistence of different generations in business life have changed perceptions about leadership as well as management and managerial issues. As a result, the characteristics that a successful leader should have on have also developed. The aim of this study is to determine the characteristics that a leader should have from the perspectives of Generation Z and to reveal their differences from the traditional leadership approach. For this purpose, 183 participants of Generation Z over the age of 18 were interviewed and asked to indicate the characteristics they expect in a leader. As a result of the content analysis made by coding the answers received, the leader characteristics that the participants considered important were determined. Accordingly, it has become clear that the characteristics of foresight, management ability, ability to take responsibility of mistakes, caring about privacy, awareness, fairness, being able to act like a teammate, having digital skills, being able to discover talents, emotional intelligence, and strong communication skills should exist primarily in a leader for generation Z. Considering that generation Z is gradually participating in business life, revealing the changes in leadership skills in this direction reflects the importance of the study.
Variation in Preferred Leadership Styles Across Generations
Journal of Leadership in Organizations, 2022
“Variation in Preferred Leadership Styles Across Generations”, Journal of Leadership in Organizations, Volume 4, Issue 1, 2022, pp. 1 – 16, ISSN 2656-8829 (Print), ISSN 2656-8810 (Online). (With Andy Bertsch, James Ondracek, ABM Abdullah, Josh Pizzo, Jordan Dahl, Shain Scheschuk, Wyatt Moore, and Danny Youngren). ABSTRACT - Introduction/Main Objectives: This study investigated preferred leadership styles across Baby Boomers, Generation X, and Millennials. The autocratic, participative, and laissez-faire were identified as most prevalent styles; and were assessed to explore how the leadership styles across generations affect the role of leadership. Background Problems: Although leadership styles and perspectives have been investigated from divergent angles, the preferred leadership styles have not been explored adequately across generations. Novelty: This study endeavored at filling the gap in literature, and to provide direction to stakeholders, as regards the preference of each generation for a particular leadership style. Research Methods: An exploratory research design was used for this study and questionnaire items were adopted from the Globe Leadership and Organizational Behavior Effectiveness (GLOBE) project. The sample was obtained from adults over the age of eighteen from the Midwest USA and Canada. Finding/Results: The study confirmed the generally accepted hypothesis that Baby Boomers tend to be workaholics and career driven. The study provides direction and motivation for further confirmatory and exploratory studies pertaining to preferred leadership styles vis-à-vis generation as well as demographic, geographic and cross-cultural variables. Conclusion: Generation X is highly focused on family, life, and work. The millennial generation has modern values and believe in treating everyone equally, though with a desire to be the center of attention for stealing the spotlight.
Journal of Public Administration, Finance and Law
The entry of Generation Z into the work cycle sets many new questions for managers especially in light of various generational characteristics, post-COVID-19 effect adds the challenge of labor turnover and difficulties retaining staff. In the past management and leadership were a key factor affecting employees, and this will continue, but what are Generation Z employees looking for? This article presents qualitative research conducted in Israel with high-tech company managers dealing with a generation of employees who are less committed to organizations and more to themselves leading to new values in the world of work. The research aims to map management and leadership skills and styles expected to influence employees and connect them to a manager and organization. The research revealed that managers identified six core skills required to create leadership for Generation Z: authenticity, training ability, flexibility and change, emotional intelligence, interpersonal communication, and ability to provide ongoing feedback. These research findings provide a thinking infrastructure about the world of leadership in generational change and an understanding that the intergenerational gap leads to changing management and leadership style.
Generational Differences In The Workplace: Personal Values, Behaviors, And Popular Beliefs
Journal of Diversity Management (JDM), 2011
This paper uses popular and academic literature to describe the distinguishing characteristics that differentiate Baby Boomers, Gen X and Gen Y. The authors then further examine these differences by comparing the results of a survey of 5,057 members of these cohorts, using the Rokeach Value Survey, to the previously generated profiles. Both terminal and instrumental values of the respondents were analyzed. Results generally confirm the popular profiles and suggest that managers should take these profiles into consideration when leading, motivating, and communicating with employees belonging to these generations.
DİFFERENT LEADERSHİP STYLE CHOİCES, DİFFERENT GENERATİONS
In the past, a generation covered a larger span of time, having more members. However, today, thanks to the developments in technology and many other factors generations change frequently having less members and covering a few years. What matters now is the workforce itself and how these different generations work together. The current workforce has 3 generations working together while waiting for the fourth one. Soon, it is inevitable that 5 or 6 generations will be working at the same workplace. As a result, it is crucial to understand the type of leadership a generation prefers in business and academic life. The aim of this study was to find out how leadership style choice differs among four generations (Baby Boomers, Generations X, Generation Y, and Generation Z) of academics and prospective academics in Turkey. In the study, 265 participants from different generation rated the leadership attributes that contribute or impede effective leadership. The Global Leadership and Organizational Behavior Effectiveness (GLOBE) Project research survey by House et al. (2004) was used to find out the leadership style choice of different generations. The statistical relationships were determined between the generation variable and the 16 primary leadership subscales through MANOVAs and ANOVAs. The results of the tests showed that significant differences exist among the four different generations in 3 of the 16 leadership subscales. These subscales are Charismatic 3: Self-sacrifice, Conflict-inducer, and Face saver.