According to Piper (2012) the generation Y and the millennials consists of over 70 million, and the oldest are in their late 20s and early 30s. With their personalities and work ethics that are different from all other generations, it is challenging or rather difficult for leaders to indoctrinate them into other cultures that are different or that have different perspective. They prefer a democratic, nonhierarchical environment, feel subdued by stiffed Monday through Friday nine-to-five work practices, and they are bias on seniority and titles.
A major problem is that the generation Y and the millennials personalities and their perceptions are regarded as barriers by present leaders. In reality, leaders need to learn to understand those generations. Cultures can be formulated and change by leadership and
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An Espoused values is when leaders emphasis on the organizational goals, philosophies, and values and makes it a collective responsibility. The organizational vision, mission, and values statements could be published on webpages, on posters, or in team charters to remind staff. The generation Y and the millennials work but would not want the work to be their life. They put in hard work and long hours if it is worthwhile, and they are not motivated by feelings of duty to the organization.
Another strategy is to build trust and open communication. In an atmosphere of trust and open communication, leaders get innovative solutions to problems solving (Weiss et al, 2014). If a leader wants strategy to improve, raise morale and staff engagement, and increase productivity, an intentional intergenerational perspective will be the right tool (Gambone, (n.d)). The generation Y and the millennials like coaching, direction, and feedback. An aspect that is imperative for leadership because they are team oriented, value collaboration and sharing of
According to Professor Jeffrey Bosworth, in his editorial “Hunting for Hope in Modern America,” he discusses the “screwed” millennial generation and the potential they have to be successful, despite current existing United States problems. Bosworth explains this from three different perspectives: the current issues in America, the positive attributes of the millennial generation, and what the millennial generation should do to succeed. In Bosworth’s opening proposition he elucidates the “[millennial] generation is screwed”. He expounds the millennial generation is predicted to “do worse than the previous generation”.
Generation Y can be looked at as immature and as a generation that should be soothed like a child would be when they fail or fall down and scrape their
The study found Gen Y are tech savvy but not great team player, Gen X are entrepreneurial thinking but rank low on executive presence and boomers are team player and loyal but do not adapt so well (Giang, 2013). 78% of the responders agree member of Gen Y are believed to be the most tech savvy who know how to utilize social media to leverage opportunities. 68% of the responders agree that this young workers are most “enthusiastic” about their job. In contrast, Gen Y scored lowest on being team player, hardworking, and productive part of an organization. More Gen Y were interested in how to get a promotion compared to Gen X or Baby Boomers (Giang, 2013).
Businesses have reported challenges in integrating the Generation Y employees into the Baby Boomer culture. The Generation Y, also known as the Millennials form the latest generation of workers entering the job market. However, dealing with them is quite complex, which means managers balance both the expectations of the millennials and company objectives to achieve optimal performance and productivity. This report seeks to provide insight on recruitment, management, and retention of the Generation Y employees to Baxter Electronics, a Chicago-based software manufacturer. This report will also discuss the characteristics of the Millennials and provide recommendations for managing and retaining them in the workforce.
Over the past three decades’ educational leadership has been in search of ways to increase student literacy in urban middle schools in the southeast sections of the District of Columbia. The quest to closing achievement gaps in urban school districts have and will always be an on-going issue for educational leadership (Daly & Chrispells, 2008). Findings from research studies suggest that school leadership accounts for fully one quarter of total school effects on pupils, making it second only to classroom instruction among school-based factors affecting student achievement (Leithwood, Louis, Anderson & Wahlstrom, 2004). There are certain challenges that middle school principals face that pertain only to these middle school principals due to
What is my leadership philosophy? Over twenty years ago, I raised my right hand and took an oath of office by which I swore to “support and defend the Constitution of the United States of America.” I, [name], do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; that I take this obligation freely, without any mental reservation or purpose of evasion; and that I will well and faithfully discharge the duties of the office on which I am about to enter. So help me God.
To promote a team effort, I will appeal for others to share their visions and exciting dreams of the future. 2. I will experiment and take risks, even when there is a chance of failure. Feedback is very important to leadership growth and for change to take place. I will ask what can we learn, when things don’t go as expected.
A millennial is the title of anyone who is born after 1984. The author, Simon Sinek, is not a millennial, but does express his opinion in his informal lecture, “Millennials in the Workplace.” Sinek argues that all of the millennial’s issues stem from bad parenting, technology, impatience, and the environment and their long lasting effect the workplace. The only way to resolve the problem is to have corporate environments take responsibility and train the new employees to their standards. It is reasonable to agree with a majority of Sinek’s argument, but a corporation does not need to overcompensate; it is best to give millennials a push in the right direction and let them experience the world with the proper tools and skills necessary.
The components of Generation X are similar values to those of the millennial generation as being provided with a flexible work schedule has become a key component for all current employees. Lastly, is the Millennial generation who find motivation in forms of “Awards, certificates, tangible evidence of credibility” (28). This is reiterated in the article Managing Millennials which provided motivational needs in the workforce such as: well paid, flexible schedule, and friendly environment (7-8). Through providing different strategies to target each specific generation helps management to better integrate the four current generations in the workforce. In addition, successful motivation strategies impact employees’ decisions to adapt and improve in their work
Implementing training programs where all generations can learn about each other’s differences can help employees understand how and why each generation works. Workshops in which multigenerational workforces can share work experience and mentor each other can assist in creating a sense of community and a supportive environment where employees can be open and share their ideas an collaborate with each other in order to better their organization. Millennials are perceived as being disloyal and quick to search for new employment when they unhappy in their work environments, but due to starting their careers during times of recession, Millennials try to maintain their roles in the workplace to remain financially stable. The main reason for turnover among Millennials is a result of exclusion, slow growth within the workplace, and limited development opportunities. Finding gratification and meaning to their work is important to Millennials so that they can excel and be productive in the workplace that is supportive of their work.
1. Describe an example of your leadership experience in which you have positively influenced others, helped resolve disputes, or contributed to group efforts over time. I consider myself a leader, i believe this because i am the type of person that feels like if i am not the one to do it then it will not be done the right way. Whenever i would work in groups i would designate myself to be the one to do the harder assignment, because i only trusted that would take it serious, not anyone else. Also, whenever i do anything that involves a team, i like to take control, because i feel like i am the best one to work under pressure or i can choose the best solution for any situation.
Each generation has unique reasons why they hold on to certain values. They all had distinct events and challenges they had to overcome in order to progress. And because of that they each respond differently to leadership and have preferred traits that they look for in leadership and interactions. Furthermore just because a certain generations require certain traits are no fault to them, they didn’t create the environment they were raised in. They are merely playing the cards they were
From my point of view , Leadership has more to it than I can possibly imagine. I define leadership as the art of enabling a group of people get to a specific destination. As a leader your main focus was to enable your followers lead theselves. As i think deeper i realise a person cannot choose to be a leader. I think a lot of the time people take on leadership positions without knowing.
Gen Y sees this type of communication as effective and efficient, while the older generation sees this as lazy and potentially harmful to business. B. How do we bridge the gap between the generations in the workplace? Each generation has a unique set of strengths and weaknesses and it is the managers’ jobs to identify those points and find ways to get the most out of their employees. First of all understanding the generational differences of all employees and making a list of which employee falls under which generation.
How Millennials have changed the workplace Millennials: An overview Before analyzing the new changes that Millennials have generated at the workplace, this discussion will take a closer look at the term Millennials also known as the generation Y or Echo Boomers. Millennial is a term usually used to name the people that were born between the 1980s and the 2000, and it is estimated that there are almost more than 90 million of Millennials only in the United States of America. Millennials were born in an age where the technology has progressed ineffable and they have been the main operators in the world of work. Sometimes they are described as a special generation that has begun to emerge as one of the greatest generation ready to build a better