Purpose The proliferation of studies on leadership competencies have not yet provided a consistent set to guide the work of researchers and practitioners. This paper aims to generate a clear, literature-based overview of the relevant leadership competencies for the twenty-first century. Design/methodology/approach The paper is an integrative literature review and identifies four strands of literature on leadership, reaching back to traditional works. It reviews each strand to establish which leadership competencies remain relevant for the twenty-first century. Findings This paper shows it is essential to clarify and harmonize terminology used in leadership literature. It identifies 18 groups of leadership competencies required for the twenty-first century. The research reveals that leaders of the twenty-first century must be able to combine a strong concern for people, customer experience, digitalization, financialization and the general good. Research limitations/implications This paper is based on a non-exhaustive list of literature derived from studies published in Western journals, written in English. Future research should include papers beyond the confines of Western academia and entail fieldwork to test the comprehensive framework derived here. Practical implications This paper will help practitioners develop leadership training curricula and transform the leadership culture in their organizations. The competency list can be useful in recruitment and selection processes for leadership positions. Professionals will find it helpful as an index in self-diagnosis and personal development for their career decision choices. Originality/value The paper addresses the growing need for clarity on the required leadership competencies for the twenty-first century.

With more millennials in the workforce today, a dominant body of literature tends to present them as a homogenous generation that share the same view on leadership. So far, very little studies are questioning if this generation is in fact, not more diverse and heterogeneous than shown. This paper addresses the currently accepted generalization of millennials' views and expectations of leadership. This paper intends to study intra-generational differences on the perceived required leadership competencies for the 21st century among millennials. This qualitative phenomenological study is based on semi-structured interviews and compares two groups of millennial leaders. To meet the requirements of the lifespan approach for the age-related transition phase of graduate school-to-early professional life, one group is composed of young millennials leaders still in graduate school and the other group of young millennials leaders who have just entered the workforce. The results of the research reveal that there are differences among millennials on the perceived required leadership competencies for the 21st century and that some differences are based on the level of work experience. The research also tells that there is no consensus on how a generation perceived a phenomenon. This paper calls for more work on leadership based on the lifespan approach and it can be applied when conducting postmillennial and future millennials research on leadership. The findings of the research will help practitioners consider the differences among millennials, to adapt development programs and leadership approaches accordingly and to focus more on an inclusion and diversity management and not on single generation. The insights also call practitioners and leaders in academia to develop more training and learning opportunities for millennials on: customer centric approaches, digital transformation, sustainability business models, crisis management and financialization principles and applications.

As millennials take over the workforce, there is a growing concern that generational differences will require adaptations in leadership requirements to ensure organization success. Nevertheless, emerging observations question the validity of generational differences in leadership. This qualitative paper uses semi-structured interviews with senior HR managers and young leaders to explore differences in their perceptions of the required leadership competencies for the 21st century. This paper shows that there are more similarities than differences between young leaders and senior HR managers. The research does not provide evidence to support published claims of generational differences. The research limitations of this paper lie in its reliance on the accounts of senior HR managers and young leaders working in profit-based organizations in developed countries. This paper will be helpful in designing leadership training and development programs, tailoring integration programs for new employees, and recruiting potential future leaders. It will also facilitate workshops for collaboration and team performance between younger and more experienced professionals. The study contributes additional knowledge to the field of leadership by providing a unique comparison between the views of young millennial leaders and senior HR managers on leadership competencies for the 21st century.

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