Generation Z are individuals born between 1995 and 2010 who are growing up in a digital work. However, Transformational Leadership is a relatively recent theory of leadership, shown to be effective across various industries. Leaders who cultivate a Transformational Leadership style are able to work together with their followers towards higher goals and shift expectations and perceptions. Thus, this thesis was initiated to test the hypothesis that Transformational Leadership theory is effective for Generation Z.
A web-based survey based on Transformational Leadership was designed to assess Generation Z’s expectations of effective leadership. Therefore, 15 statements were individually assessed and then grouped together into the 5 dimensions of Transformational Leadership to determine if Generation Z expressed more importance for any specific dimension. Finally, a depth interview was designed based on the Transformational Leadership theory to see how leaders incorporate Generation Z’s expectations effectively into their organisation.
A total of 147 respondents from Generation Z answered the survey with 15 statements. Statements with the most important expectations were ‘’a leader should promote his followers’ further development’’ and ‘’a leader should have confidence in their followers’’. When all 15 components were put together to form the five dimensions of Transformational Leadership, the following dimensions were most important to Generation Z: Inspirational Motivation and Idealized Influence Attributes. Further analysis showed that Idealized Influence Behaviour becomes increasingly important with more working experience. Furthermore, three managers were selected for depth interviews from the aviation industry, automotive industry, and an educational foundation for disadvantaged children. The depth interviews provided feedback showing that managers acknowledge Generation Z’s values and that there are different approaches for leading Generation Z. Generation Z offers their workforce a number of opportunities such as their flexibility, readiness for change and openness to digitalisation. On the other hand, Generation Z need more attention and leadership support.
Table of Contents
1 Introduction
1.1 Objectives and research questions
1.2 Approach and limitations
1.3 Theoretical framework
2 Leadership
2.1 Definition
2.2 The purpose of leadership
2.3 The impact of leadership in organisations
2.4 Leadership across cultures
2.5 The history of leadership
2.5.1 The trait era
2.5.2 The behaviour era
2.5.3 The contingency era
2.5.4 The current era
2.6 Transformational Leadership
2.6.1 Background and Definition
2.6.2 The Full Range Leadership Model
2.6.3 The Multifactor Leadership Questionnaire
2.6.4 Research on Transformational Leadership
3 Generation Z
3.1 Environment
3.2 Generation Z’s values
3.3 Generation Z’s key characteristics
3.4 Generation Z’s working expectations
3.5 Current state of research
4 Empirical quantitative research
4.1 The survey
4.1.1 Choice of study design
4.1.2 Construction of survey
4.1.3 Execution of survey
4.2 Presentation of the survey’s results
4.3 Survey analysis
4.3.1 What does Generation Z expect from effective leadership?
4.3.2 Does Generation Z think that different dimensions of Transformational Leadership have more importance than others for effective leadership?
5 Empirical qualitative research
5.1 The interviews
5.1.1 Choice of study design
5.1.2 Construction of interviews
5.1.3 Execution of interviews
5.2 Presentation of the interview’s results
5.3 Interview analysis
6 Discussion
7 Future consideration and conclusion
7.1 Future consideration
7.2 Conclusion
Objectives and Research Themes
The objective of this thesis is to explore the leadership potential of Generation Z and determine whether they can be effectively led using the Transformational Leadership style within an organizational context. The research aims to identify Generation Z's specific expectations for leadership and analyze how these can be integrated into existing management functions.
- Analysis of Transformational Leadership theory.
- Evaluation of Generation Z's core values and working expectations.
- Quantitative assessment of leadership expectations through surveys.
- Qualitative investigation of managerial approaches to leading Generation Z.
- Integration of theoretical findings with empirical data to derive effective leadership strategies.
Excerpt from the Book
2.6.1 Background and Definition
Unlike transactional leadership, Transformational Leadership is not only about an ‘’exchange between leaders and followers’’, which takes place when leaders reward their subordinates for tasks and good performance. Transformational Leadership is also about the leader’s competence to create change in followers.
In 1978, Burns introduced the fundamental idea of transactional and transforming leadership for political leaders. Bass and Riggio furthermore claim that transforming leadership builds on transactional leadership and that it ‘’raises leadership to the next level’’. According to Burns transforming leadership ‘’occurs when one or more persons engage in such a way that leaders and followers raise one another to higher levels of motivation and morality.’’ In other words, this theory includes inspiring a team to share the same vision, challenging a team to think outside the box, and supporting individuals by having the leader acting as a mentor. Hence, transforming leadership increases follower’s motivation, their morale and job performance. Generally speaking, this approach tries to encourage a group to work most effectively by motivating and supporting individuals with a clear vision.
Eight years later, Bass extended and developed Burn’s concept of transforming leadership to Transformational Leadership. In addition to Burn’s idea Bass introduced a way how Transformational Leadership could be measured and, ‘’how it impacts follower motivation and performance’’. The ideal transformational leader enhances their follower’s interest and motivates them to work harder than expected. A transformational leader also involves subordinates in the working process by appreciating their personality. In contrast to Burns, who said that transactional and Transformational Leadership cannot take place at the same time, Bass said that these two leadership styles can go hand in hand.
Summary of Chapters
1 Introduction: This chapter introduces the diverse generational workforce and establishes the research goal: identifying effective leadership styles for Generation Z.
2 Leadership: This chapter reviews historical leadership eras and defines Transformational Leadership as the primary focus for the study.
3 Generation Z: This chapter analyzes the environment, values, and working expectations that characterize the Generation Z demographic.
4 Empirical quantitative research: This chapter describes the methodology, survey construction, and findings regarding what Generation Z expects from leadership.
5 Empirical qualitative research: This chapter details the expert interviews conducted with managers to understand practical applications of leading Generation Z.
6 Discussion: This chapter synthesizes the survey and interview results, highlighting the alignment between Transformational Leadership and Generation Z needs.
7 Future consideration and conclusion: This chapter provides a final assessment of the hypothesis and offers suggestions for future academic research in this field.
Keywords
leadership, Generation Z, Transformational Leadership, effective leadership, management, workplace values, organizational culture, employee development, motivation, survey research, qualitative interviews, business administration, professional expectations, team building, mentorship
Frequently Asked Questions
What is the core focus of this thesis?
The thesis investigates the effectiveness of Transformational Leadership when applied to employees belonging to Generation Z, focusing on their unique expectations and values in the workplace.
Which generational groups are discussed?
The paper primarily focuses on Generation Z (born 1995–2010) and contrasts their professional needs with those of older generations in the context of modern organizational management.
What is the primary research question?
The research asks if Transformational Leadership is an effective style for Generation Z, what specific leadership attributes this generation demands, and how managers can integrate these expectations.
Which scientific methods were employed?
The study utilizes a mixed-methods approach, combining a quantitative web-based survey of 147 respondents with qualitative in-depth interviews of three managers from different industries.
What topics are covered in the main section?
The main section covers the history of leadership theory, the specifics of the Transformational Leadership model, Generation Z’s socio-technological environment, and the empirical analysis of leadership expectations.
Which keywords best characterize this work?
Key terms include Transformational Leadership, Generation Z, employee motivation, organizational effectiveness, and leadership expectations.
How does work experience influence leadership expectations?
The data suggests that as members of Generation Z gain more professional experience, their expectation for leaders to communicate clear values and build trust increases significantly.
What did the qualitative interviews reveal about managing Generation Z?
Managers reported that while Generation Z is flexible and tech-savvy, they require more support, reassurance, and explicit guidance than older cohorts due to their relative professional inexperience.
Why was the Transformational Leadership theory chosen for this study?
The theory was selected due to its recent relevance and proven effectiveness in enhancing employee motivation, engagement, and performance across various industrial sectors.
- Quote paper
- Lea Cowlrick (Author), 2020, Organisational Leadership and Generation Z, Munich, GRIN Verlag, https://www.grin.com/document/974870
