Formation of leadership style of Generation Z

Daniela Zehetner-Hirtenlehner
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Abstract

The struggle to find and keep good employees in European companies is in full swing, and it poses a big problem on the desks of HR departments and leaders at all levels. Aside from a general shortage due to demographic developments, a new generation of future employees (Generation Z or ‘Gen Z’) is growing and will join the labor markets soon. A new generation, Gen Z, is entering the workforce, and companies must provide their future employees with a fitting employer value proposition. This study attempts to shed light on the features of leadership style for Gen Z. European companies have already started engaging in research to understand generational differences regarding company expectations better. The motivation of this study is to identify and categorize criteria that help to distinguish a ‘perfect from an average leader’ in the eyes of a Gen Z candidate. The central question of this empirical study was: ‘What does Generation Z expect from its future leaders, and which leadership style fits best to these requirements to unfold the full potential of this generation?’ The results show that Gen Z representatives are motivated and willing to perform. However, social and convenience factors play an essential role. The study comprises 550 pupils and students from Austrian education institutions entering the labor market in a few years. The study’s findings show a shift from ‘doing to being’ and from ‘managing to understanding’. Gen Z emphasizes social aspects like team spirit, working environment, work-life balance, and job security. Density, variety, and flexibility in the job are essential to Gen Z. Gen Z is accustomed to fast changes, which also determines their media-dominated private lives. Cross-functional jobs include job rotation, interdisciplinary tasks, tasks in groups with changing team members, etc., are exciting for Gen Z. Keywords: Generation Z, leadership style, transformational leadership, coaching leadership, servant leadership, employer marketing.
Z世代领导风格的形成
在欧洲公司,寻找和留住优秀员工的斗争正在如火如荼地进行,这给人力资源部门和各级领导的办公桌带来了一个大问题。除了人口发展导致的普遍短缺外,新一代未来雇员(Z世代或“Z世代”)正在增长,并将很快加入劳动力市场。新一代,Z世代,正在进入劳动力市场,公司必须为未来的员工提供合适的雇主价值主张。这项研究试图揭示z世代领导风格的特点。欧洲公司已经开始进行研究,以更好地了解公司期望的代际差异。这项研究的动机是确定和分类有助于区分Z世代候选人眼中的“完美领导者和一般领导者”的标准。这项实证研究的核心问题是:“Z世代对未来领导者的期望是什么?哪种领导风格最适合这些要求,以发挥这一代人的全部潜力?”“调查结果显示,Z世代的员工都很有动力,也愿意工作。然而,社会和便利因素起着至关重要的作用。这项研究包括550名来自奥地利教育机构的小学生和学生,他们将在几年内进入劳动力市场。这项研究的发现显示了一种从“做”到“是”,从“管理”到“理解”的转变。Z世代强调社交方面,比如团队精神、工作环境、工作与生活的平衡以及工作保障。工作的密度、多样性和灵活性对Z世代至关重要。Z世代习惯于快速变化,这也决定了他们被媒体主导的私人生活。跨职能工作,包括轮岗、跨学科任务、团队成员不断变化的任务等,对Z世代来说都是令人兴奋的。关键词:Z世代、领导风格、变革型领导、教练式领导、仆人式领导、雇主营销。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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