Engaging Generation Y: The Millennial Challenge

Holt, Svetlana

doi:10.1007/978-3-319-72221-4_12

Cited by 4 publications

(5 citation statements)

References 4 publications

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“…TL is a leadership style that can meet the millennial generation's needs because millennials tend to responds best to leaders who show honesty and integrity, which are behaviors displayed by a transformational leader (Holt, 2018). TL pursues transformation and change, encouraging employees to think and solve problems innovatively (IWB) (Afsar et al, 2018).…”

Section: 2mentioning

confidence: 99%

The effects of knowledge sharing and person–organization fit on the relationship between transformational leadership on innovative work behavior

Sudibjo

Prameswari

2021

Heliyon

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Previous studies reveal a gap in the literature regarding the role of knowledge-sharing behavior and person--organization fit as mediating variables in assessing the impact of transformational leadership on innovative work behavior. Additionally, some studies show that transformational leadership and person-organization fit influence innovative work behavior, while other studies have found that they do not. This study investigates the effects of transformational leadership, person-organization fit, and knowledge-sharing behavior on teachers' innovative work behavior and explores the role of knowledge-sharing behavior and person-organization fit as mediator variables. The study utilizes the partial least squares (PLS)-structural equation modeling (SEM) method to analyze data from 260 private elementary school teachers in South Jakarta, Indonesia. The result showed that transformational leadership does not positively affect innovative work behavior directly; however, the effect of transformational leadership on innovative work behavior becomes positive through knowledge-sharing behavior. Person-organization fit and knowledge-sharing behavior are shown to affect innovative work behavior positively, although the mediating variable did not increase the effect of person-organization fit on innovative work behavior.

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Section: 2mentioning

confidence: 99%

The effects of knowledge sharing and person–organization fit on the relationship between transformational leadership on innovative work behavior

Sudibjo

Prameswari

2021

Heliyon

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“…They make staff feel safe and fulfill their assigned tasks. In return, they receive timely appreciation and encouragement, thereby making organizations grow (Holt, 2018). As such, previous studies on the transformative leadership style consistently showed that the transformative leadership style has a positive relationship with innovative work behavior and delivery of results (Jiatong et al, 2022;Yang et al, 2020;Lai et al, 2020;Eliyana et al, 2019).…”

Section: Previous Research and Hypothesesmentioning

confidence: 92%

The relationship between leadership style and staff work engagement: An empirical analysis of the public sector in Vietnam

Thanh

Quang

Anh

2022

Humanit Soc Sci Commun

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This analysis explores the relationship between transformational, transactional, and laissez-faire leadership styles with staff work engagement at the department level in the public sector in Vietnam. Using a cluster sampling method, a total of 378 participants were selected and agreed to participate in a survey by completing a questionnaire on the relationship between leadership style and work engagement. All participants are attendees of a training course for department-level leaders at the School of Culture, Sports, and Tourism Administration Officers under the Ministry of Culture, Sports, and Tourism of Vietnam. A regression was run on the collected data to test the hypothesis on the relationship between leadership styles and staff task performance. The regression results show that there is a significant indirect relationship between staff work engagement and innovative work behavior and task performance. In addition, there is a relatively positive relationship between the transformational leadership style and transactional leadership style of the department-level leaders in the Vietnamese public sector with staff work engagement, particularly innovative work behavior and task performance. On the contrary, laissez-faire leadership style negatively impacts staff work engagement and innovative work behavior. Staff work engagement is an integral part of the relationship between leadership style and leadership effectiveness. The findings suggest that the Vietnamese public sector should aim to identify transformational and transactional leaders. This research focuses on the department level and is limited to three leadership styles (transformational, transactional, and laissez-faire) only. Future research therefore can expand the scope to higher levels than the department leaders.

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“…The millennials generation is born between 1980 and 2000 and described as significantly different from previous generations currently in the workforce, namely, Baby Boomers and Generation X (Holt, 2018). Millennials are the first who grew up with globalization and digitalization and were raised by extremely involved parents in a safe environment.…”

Section: Millennialmentioning

confidence: 99%

“…For Sharkawi et al (2016), millennials have high preference for an approachable leader with vision and working in collaborative environment. Millennials are also likely to feel a certain freedom and, thus, be more creative in thought and innovative in action (Holt, 2018). Study by Dulin (2008) included qualitative research in the form of interviews with large focus groups exploring leadership preferences of millennials and found five attributescompetence, interpersonal relations, management of others, self-management, and communication.…”

Section: Millennials' Leadership Attributesmentioning

confidence: 99%

The Generic Attributes of the New Millennial Leaders

Daud¹,

Hanafi²

2020

JAFEB

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As the millennials continue to mature and enter the workforce, it is important that employers understand what this generation expects from all aspects of their employment and leadership preferences in order to prepare them to be the next millennials leaders. The purpose of this research is to determine the generic attributes of the new millennial leaders in Malaysia. The survey is distributed among executives in the selected government-linked, multinational, and public-sector companies in Malaysia, with 237 (72%) of whom being millennials. Partial least square (PLS-SEM) via software SmartPLS 3.0 was applied to evaluate the measurement model and the structural model. Results from this study indicate that the attributes of the millennials leader are innovative (0.213), inspiration (0.128), and visionary (0.122). Thus, organization can focus on those attributes in preparing the millennials for being the next generation of leaders. This study offers important implications to researchers as well as practitioners, and highlights the leadership attributes that could help in enhancing millennials leadership. This study produces a new millennials leadership attributes model for millennials leaders in Malaysian companies; with millennials becoming the fastest-growing age groups in the organizations, this study will promote effective and efficient skills for the millennials.

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Engaging Generation Y: The Millennial Challenge

Cited by 4 publications

References 4 publications

The effects of knowledge sharing and person–organization fit on the relationship between transformational leadership on innovative work behavior

The effects of knowledge sharing and person–organization fit on the relationship between transformational leadership on innovative work behavior

The relationship between leadership style and staff work engagement: An empirical analysis of the public sector in Vietnam

The Generic Attributes of the New Millennial Leaders

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