This study aims to answer how the Generation Y has brought and will bring a new way of working to the companies and how the leadership methods and management organization in companies are influenced. The analysis is based on both scientific researches as well as on experiences of representatives of the Generation Y.
In chapter two the Generation Y is defined and analyzed in general, concerning characteristics and social behavior. The study is limited to the relevant factors and reasons why Millennials act like they do. The third chapter cares about the working and leadership environment of the representatives of the Generation Y and focusses on their attitude towards work and internal organizational structures. One key aspect will be their expectations for leadership, the other core area will be some selected superordinate strategies that match to their attitudes and that can be implemented in organizational structures. Chapter four discusses and evaluates a selection of existing leadership models and some new or modified approaches in matters of the demands of the Generation Y. After a short summary of the whole study in chapter five, some unconsidered topics are mentioned in the last chapter and an outlook is given.
Table of Contents
1. Introduction
1.1. Problem Statement
1.2. Structure and Objectives
2. Generation Y
2.1. Disambiguation and Demarcation
2.2. Characteristics
2.2.1. Basic Impulse
2.2.2. Motives
2.3. Social Behavior
2.3.1. Media
2.3.2. Communication
3. Working and Leadership Environment
3.1. Attitude to Work
3.2. Organization and Hierarchy
3.3. Leadership Requirements
3.4. Superordinate Strategic Tools
3.4.1. Motivation 3.0
3.4.2. SCARF-Model
3.4.3. VIE-Model
3.4.4. Tit-for-Tat Strategy
4. Leadership Methods
4.1. Behavioral Approaches
4.1.1. Bottom-up Approach
4.1.2. Transformational Leadership
4.1.3. Dialogical Leadership
4.1.4. Behavioral-Situational Leadership
4.2. Value-based Leadership
4.3. Meaning-oriented Leadership
4.3.1. Resonant Leadership
4.3.2. Servant Leadership
4.3.3. Leading by Meaning
4.4. Shared Leadership
4.5. Further Approaches
4.5.1. Magnet-for-free-Radicals Approach
4.5.2. Structural-Holes Approach
5. Conclusion
6. Outlook
Research Objectives and Core Themes
This study aims to examine how Generation Y influences modern work environments and how leadership methods and management structures must adapt to the specific values and expectations of this generation to ensure employee engagement and organizational attractiveness.
- Analysis of Generation Y characteristics, social behavior, and work attitudes.
- Evaluation of contemporary leadership models and their suitability for Millennials.
- Implementation strategies for superordinate management tools like Motivation 3.0 and the SCARF-Model.
- Examination of the importance of meaningful work and collaborative leadership styles.
- Integration of individual-based leadership and structural adjustments to foster an inclusive work culture.
Excerpt from the Book
2.2.1. Basic Impulse
Philipp Riederle defines the lifestyle of this generation with the central question: “What drives you?”16 and describes its own drive with: “I was interested in helping others, and if it had been just one single man.”17 In this context, the extended inner drive of this generation and the higher degree of altruism becomes clear.
And this fundamental change of attitude presents many companies with challenge: Bob Moritz18 applies to his company that the Generation Y employee no longer call for recognition and status symbols as it was customary for an employee in the past, but this new generation requires a higher appreciation. This challenges the organization that was designed for a hierarchical reward system.19
Summary of Chapters
1. Introduction: Outlines the problem statement regarding employer attractiveness for Generation Y and defines the structure and objectives of the study.
2. Generation Y: Analyzes the defining characteristics, motives, and social behaviors of the cohort, including their affinity for digital media and communication.
3. Working and Leadership Environment: Discusses the shifting attitudes toward work, the transition from traditional hierarchies, and strategic management tools tailored to Millennial needs.
4. Leadership Methods: Evaluates various leadership approaches—ranging from transformational and dialogical to shared leadership—designed to meet the demands of a new generation.
5. Conclusion: Summarizes that no single model fits perfectly, emphasizing the need for an authentic, holistic, and individual-focused leadership mix.
6. Outlook: Explores future perspectives such as the substitution of leadership, demography-oriented management, and the necessity of continuous learning and unlearning.
Keywords
Generation Y, Millennials, Leadership, Employee Retention, Motivation, Work-Life-Balance, Employer Attractiveness, Transformational Leadership, Shared Leadership, Organizational Culture, Digital Natives, Social Media, Meaning, Management, Change Management
Frequently Asked Questions
What is the primary focus of this publication?
The work focuses on the intersection of Generation Y’s values and modern corporate leadership, analyzing how companies must adapt their structures to remain attractive to this demographic.
What are the central thematic fields addressed?
The core themes include the changing attitude toward work, the requirement for new leadership models, and the importance of intrinsic motivation and meaning-oriented management.
What is the primary research question?
The central question is how Generation Y has brought a new way of working to companies and how leadership methods and management organizations are influenced by these specific generational demands.
Which scientific methods are applied?
The study relies on a synthesis of existing scientific research and practical insights from representatives of Generation Y, utilizing various organizational models to evaluate current and future leadership strategies.
What does the main body of the work cover?
The main body covers the definition and characterization of Generation Y, their requirements for the working environment, and an evaluation of various leadership methods, including behavioral and value-based approaches.
Which keywords characterize this work?
Key terms include Generation Y, Millennials, Leadership, Employee Retention, Motivation, and Work-Life-Balance, reflecting the shift toward individualized and meaningful leadership.
How does the SCARF-model apply to the target generation?
The SCARF-model is used to understand 'drivers for behavior'—status, certainty, autonomy, relatedness, and fairness—which align with Generation Y’s preferences for low power distance and high independence.
What role does the 'tit-for-tat' strategy play in leadership?
It acts as a cooperative framework for building trust, where managers react consistently to employee behavior, thereby fostering mutual understanding and increasing the range of managerial action.
How does 'superleadership' empower employees?
Superleadership shifts the focus from communicative influence to instructing employees in self-leadership, allowing them to self-evaluate and self-reward, which significantly increases their motivation.
- Quote paper
- Sebastian Dürbeck (Author), 2016, A leadership approach for the next generation. Analysis of existing leadership methods and applications for the Generation Y, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/337823
