Leadership styles for generational groups

Question

What are the different Leadership styles in generational groups of employees ?

Answer 1

Leadership styles for different generational groups:

Allied with the literature related to work distinctiveness among three groups i.e. Baby Boomers,  Xers and Y generation is considered to be an intensifying literature on suitable leadership approaches for these generations. The literature highlights the actuality that all three listed groups need distinct leadership approaches if they are to be entirely dynamic in present workplaces. The traditional principle utilized to describe efficient headship does not fits well into present-day up to date workplace (Davenport, 1998). The new science of headship needs a combination of dexterities like specialized abilities, familiarity, and qualifications. Empirical studies hold up this notion that there is not just one particular technique of leadership. Competent managers are expected to be able to acclimatize their headship technique to satisfy junior(s) wants and specific circumstances.

In light of the actuality that a large percentage of the employees are below the age of 35 in present-day workplace and X generation employees are extremely conscious of variations in the labour sector, their morals and mind-sets is usually an expression of their living surroundings.  Xers are progressively well-read, self-governing and enthusiastic to improve their talents compared to previous generations. According to Tulgan (1996), distinct generations need diverse leadership strategies as there exists, a large variation among the people with respect to their education and capabilities.

Moving ahead, the acquaintance and dexterity needed by employees in this present scenario have come to be more multifaceted as a number of developed countries like Japan, America, Australia and Taiwan have migrated to a ‘service economy’ from a industry economy and nowadays, are believed to be shifting towards a knowledge economy. Additionally, Abramson (1997), adds to it by stating that with shift in the type of work to knowledge work, the call for long-established headship styles will fade away. Therefore, it is claimed so as to ensure that the leadership style are successful in present contemporary place of work, it is necessary to switch to an added knowledge-based authority from hierarchical ranking-based authority. The governing force behind the need to switch is the actuality that comprehensive employees do not consider themselves as workforce or subordinates and cannot be supervised in the style that was earlier termed as Theory X or Theory Y manner. Further, the knowledge employees perceive themselves more as partners of the company instead of staff. Therefore, knowledge employees require collaborating more with their superiors instead of being controlled by them.

Baby Boomers have operated in all three stages of a developing economy and thus have had to familiarize themselves from being for the most part industrial employees i.e. performed industrial work, to service workers and lastly, to knowledge workers (Levin, 2001). They consequently have been opened to the elements to variation at each distinct phase not practiced previously by employees. They have undergone maximum doable range of training programs as they were supposed to grasp fresh talents increasingly as the economy switched throughout the distinct stages and distinct morals and capabilities were needed. Baby Boomers were inclined towards organizations when business trustworthiness was exceedingly respected and they projected enduring occupation in the one company. In contrary to this, Xers stepped in the workforce nearly about 1985 (presuming that they initiated job in their delayed teens) and have only ever practiced a principally service economy with training strategies at some stage in their professions inclined to distribute the capabilities of the service company. This particular generation is time and again claimed as being more imaginative, idiosyncratic and impertinent as compared to the Baby Boomers. The above listed features of Generation X have made them more conscious of their privileges and capabilities and less apprehensive about long-standing profession objectives, business faithfulness or job standing. They are easier to employ but more difficult to hold in the company.

While Generation Y, also called the dot-com generation, are only just stepping in the company and will, chiefly, be inflowing into budding knowledge worker companies and standings. They are theoretically accomplished at an early age and possess full knowledge related to IT. They are better knowledgeable and more communicative as compared to the previous generations. According to Tulgan (1996), Generation Y is considered to be extra idiosyncratic than the Xers, are contented at being a part of the worldwide village and also are very optimistic.

In an industrial economy, the managers laid maximum importance on Theory X which highlights the necessity to manage and control employees who were considered to be lethargic and required inspiration to be fruitful (Hofstede, 1991). In a service economy, the importance of the managers shifted to Theory Y which implies the necessity to give attention to associations. Thus, interaction, client service and argument solving training outweighed and turned out to be the leadership schema. Conversely, in a knowledge economy, the prominence switched to mutual leadership, where knowledge employees do not consider themselves as workers and cannot be supervised by means of either Theory X or Theory Y way.

The described features of three distinct generations will have inferences for how managers can control these different groups of employees. As a result, because of the varying character of the work itself, and the modifying character of employee features, leadership patterns have also had undergo variations. According to McGregor (1996), a job-oriented style can prove to be more effective to supervise Baby Boomers and for Generation X, an association oriented style is best suitable.