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Home → HR Talks → Employer Advice → What Leadership Means to Millennial & Gen Z Employees
Generation X and Baby Boomers are ceding more economic control to Millennials than ever and with young people graduating and joining the workforce, we have no choice but to watch the world change drastically from the one our parents grew up in. What is more, Generation Z entering the workforce will bring even more changes, and leaders need to know how to approach these two, inherently different, generations.
In many ways, Millennials and Gen Z have a brand-new perspective on the concept of leadership – not just at work, but also across society as a whole. It’s crucial to recognise these differences compared to the previous generations. Let’s delve into the most pivotal ways these generations view leadership and in what way they need it.
A survey found that 29% of Millennials and Gen Z workers chose to work for their current organisations due to the learning and development opportunities offered to them. These workers no longer value safe, solid and long-lasting jobs; they require leadership and opportunities that help them develop. It is no longer about leaders guiding these employees, but listening to their needs and adjusting their styles to work together harmoniously.
The two generations, especially Gen Z, have to face the stereotype of being labelled the ‘trophy generation’. In reality, the two generations are not ‘specific’, but they need to be approached differently – they don’t want a boss or just a leader, but rather a coach and a mentor. Regular feedback and constructive criticism are important to these employees to keep them engaged and happy.
For leaders, it’s important to understand that effective leadership is learned behaviour, not necessarily given or always natural. What might have worked in leadership ten years ago is no longer relevant now, which is why it is pivotal to learn from these two generations how to be a more efficient, empowered, and coach-minded leader.
It goes without saying that Millennials are at the forefront of the entire leadership movement and the most prominent part of such a transition is in the leadership of the self.
Though not a novel idea, Millennials are certainly giving it new life. The objective is that we become more in touch with who we are as human beings, our abilities and what we want to achieve. As the world becomes more interdependent, it also becomes more decentralised. In this way, we are less likely to work for companies with a singular physical presence.
Along with this idea comes a need to self-educate and be self-sustainable. Such isn’t really a learned skill, but rather, a state we choose to enter, where we think more deeply about our behaviour and how we would like to improve. In addition to formal education, we must also commit ourselves to the responsibility of self-educating.
Those who contributed to coining the term “self-leadership”, Bryant and Kazan, said that in the 21st Century, “training people to become self-leaders – team members who set priorities, take initiative, and solve problems – is more important than ever.”
Millennials aren’t the first generation to apply such thinking at work, however, they do represent one of the greatest transfers of economic power the world has ever seen.
Technology has allowed us more time for self-improvement. More free time means more thought on self-directed learning.
One of the defining characteristics of Gen Z and Millennials is their immaculate fluency with technology. These generations have grown up in the digital landscape, especially the fresh Gen Z graduates entering the workforce. These employees need flexibility and innovation from their leaders – they see the opportunities and potential of technology. Their tech-savvy personalities enable them to adapt quickly – therefore, they need innovative, open-minded and flexible leaders who think alike and are not afraid to embrace changes.
Unlike the previous generations, Millennial and Gen Z employees prioritise purpose over profit. Compensation is not their main goal, but they seek meaning in their work and strive to achieve careers which align with their values. These two generations do not care so much about structure and hierarchy, but rather about collaboration and purpose-driven (team)work.
Gen Z and Millennial workers want leaders who support their growth, give them purpose and provide them the opportunities for collaboration and teamwork. When both the employees and leaders get into that mindset, these employees will be aligned with the goals and visions of their organisations. While some may think that these generations tend to be ‘job hoppers’, they actually need to feel like they are a part of something meaningful. Therefore, if they do ‘job hop’, it is most likely that something is missing from their work or the organisations they are a part of.
We must also learn how to lead others. Though we have more access to knowledge than any other generation ever, it could be at the expense of some of our leadership skills.
For instance, Millennials’ research skills are incomparably good. Known for thinking out of the box and refusing to conform to conventional thinking, one thing they might not be as great at is the interpersonal element of communication.
Though brilliant gatherers of information, spending so much time with a screen could be diminishing our social skills. Researchers have even claimed that Millennials are disadvantaged at work, when compared to other generations, as they don’t have the confidence needed to make personal connections. Communication, which is, itself a leadership, may be declining.
Leaders are getting younger as nearly a third of newly appointed S&P 500 CEOs last year were younger than 50. Research by WorkplaceTrends.com showed that 91% of Millennials actually wish to become leaders. An additional 43% feel motivated enough to inspire leadership in other people. Generation Z cannot be ignored either, as they will make up 27% of the workforce by the year 2025. Although it will be a while before this generation will become leaders, it is important not to forget them when talking about Millennials. After all, the two generations together will make up a hefty part of the workforce.
Millennials and Gen Z youth are certainly prepared to bring their own expertise to small companies, NGOs and huge organisations alike and they are searching for leadership roles. They make us question traditional definitions of leadership itself and though it is somewhat self-serving, this promising group may already be shifting the way toward something greater.
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