Abstract
Leadership has always been an interesting but challenging and dynamic area of management studies. Be it the theories on leadership or the evolution of leadership or what makes good leadership, studies are numerous. But with the changing workforce, and organizations having more than four generations at work, it becomes more interesting and challenging to lead this group. Among the existing generations, the millennial generation workforce calls for more studies due to changing patterns of work, culture, technology roles, etc. Hence adopting a qualitative approach with an in-depth literature review; the aim of this chapter is to understand the concept of millennial leadership and the future prospects for millennial leaders to make a positive contribution to global society.
TopIntroduction
Leadership theories and the academic literature can sometimes seem difficult for practitioners to understand because of complex conceptualizations, obscure terms, and its enormousness (Baporikar, 2023). Yet taken as a whole, the literature makes a great deal of sense and has much to offer. Indeed, the truths are often quite simple, elegant, and straightforward. However, leadership is a process ordinary people use to bring forth the best from themselves and others; it is not reserved for a few charismatic men and women (Kouzes & Posner, 2007). Leadership first requires personal growth that develops through inner self-leadership; then moves outward as the leader influences, guides, supports, and leads others. Individuals ultimately demonstrate leadership through their actions and influence on those around them; however, leadership begins with how an individual develops personally (Baporikar, 2018). Although discussions of leadership have continued for many centuries (Burns, 1978; Hackman & Johnson, 2009; Kouzes & Posner, 2007; Northouse, 2010), the concept has evolved in definition and understanding (Burns, 1978) as researchers’ proposed different explanations for how leadership works. The actual success of the leader may be the result of the leadership style engaged (Hackman & Johnson, 2009; Northouse, 2010). Leadership style is a consistent pattern of behavior, exhibited by a leader over time, when trying to influence followers, which also affects human resource performance and organizational results (Baporikar, 2021).
Karl Mannheim (1952, as cited in Pilcher, 1994) presented the seminal work on generational theory and created the term generational cohort. Mannheim argued that generations emerge when political and historical events create an impact on society. Today’s workforce comprises multiple generations, each trying to understand the differences in their perspectives on work, perspectives influenced by events that occurred earlier in their collective lives that contribute to their generational identity (Alsop, 2008; Elam, Stratton, & Gibson, 2007; Kunreuther, Kim, & Rodriguez, 2008; Twenge, 2006). Recent emphasis in the literature on workforce differences related to generational cohorts likely stems from the first occurrence of four generations in the workforce at the same time (Green, 2008; Piktialis, 2007). Only very recently has any interest emerged regarding the impact of generational differences on leadership, as the leadership differences become recognized as one of many diversity issues that leaders face in today’s rapidly changing organizations and research also confirms that different generations have different leadership styles (Salahuddin, 2010).
Key Terms in this Chapter
Veterans: Individuals born between 1925 and 1945, which grew up influenced by the Great Depression and World War II; also referred to as the Silent Generation, Traditionalists, and the WW II Generation.
Generation X: Individuals born between 1965 and 1979, which grew up in the shadow of the Baby Boomers, technologically savvy, raised in the age of dual-career families; also referred to as the 13th Generation, Baby Busters, Post-Boomers, and the Lost Generation.
Leader: One who influences a group of individuals to achieve a common goal in an organizational position directly and personally responsible for leading individual direct reports, a project, a team, and/or a function and managing budget.
Leadership: An ability to influence followers to adjust their behavior as they encounter receptiveness or opposition from the leader in various situations. The perception that an individual is leading others and is able to self-identify as a leader may be subject to the individual’s own view of the role of a leader.
Baby Boomers: Individuals born after World War II between 1946 and 1964, who grew up in an era of opportunity, progress, and optimism; also referred to as Boomers.
Generational Differences: The unique values and behaviors that characterize distinct generational cohorts.
Leadership Style: A leader’s preferred manner and exhibited approach used to provide direction, accomplish goals, and engage, motivate, and inspire followers, which may be self-described.
Generational Cohort: A collection of people in a delineated population, who experience the same significant historical and social events in a given period of time, occurring between the ages of 5 and 18, that influence and define them.
Millennials: Individuals born between 1980 and 2000, who have always had computer technology available and grew up in a global world of multitasking, text messaging, and instant messaging; also referred to as Generation Y, Echo Boomers, Nexters, Internet Generation, Generation Next, Generation Rx), and Trophy Kids because everyone in their generation was rewarded just for participating.