Exploring Intra-generational Differences Among Young Millennial Leaders on the Perceived Required Leadership Competencies for the 21st Century

Guy Major Ngayo Fotso

doi:doi:10.11648/j.jhrm.20221001.13

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Exploring Intra-generational Differences Among Young Millennial Leaders on the Perceived Required Leadership Competencies for the 21st Century

Guy Major Ngayo Fotso

Published in Journal of Human Resource Management (Volume 10, Issue 1)

Received: 17 December 2021 Accepted: 13 January 2022 Published: 9 March 2022

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Abstract

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.

Published in	Journal of Human Resource Management (Volume 10, Issue 1)
DOI	10.11648/j.jhrm.20221001.13
Page(s)	14-21
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Leadership, 21st Century, Generations, Millennials, Leadership Competencies

References

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Guy Major Ngayo Fotso. (2022). Exploring Intra-generational Differences Among Young Millennial Leaders on the Perceived Required Leadership Competencies for the 21st Century. Journal of Human Resource Management, 10(1), 14-21. https://doi.org/10.11648/j.jhrm.20221001.13

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Guy Major Ngayo Fotso. Exploring Intra-generational Differences Among Young Millennial Leaders on the Perceived Required Leadership Competencies for the 21st Century. J. Hum. Resour. Manag. 2022, 10(1), 14-21. doi: 10.11648/j.jhrm.20221001.13

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Guy Major Ngayo Fotso. Exploring Intra-generational Differences Among Young Millennial Leaders on the Perceived Required Leadership Competencies for the 21st Century. J Hum Resour Manag. 2022;10(1):14-21. doi: 10.11648/j.jhrm.20221001.13

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@article{10.11648/j.jhrm.20221001.13,
  author = {Guy Major Ngayo Fotso},
  title = {Exploring Intra-generational Differences Among Young Millennial Leaders on the Perceived Required Leadership Competencies for the 21st Century},
  journal = {Journal of Human Resource Management},
  volume = {10},
  number = {1},
  pages = {14-21},
  doi = {10.11648/j.jhrm.20221001.13},
  url = {https://doi.org/10.11648/j.jhrm.20221001.13},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20221001.13},
  abstract = {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.},
 year = {2022}
}

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TY  - JOUR
T1  - Exploring Intra-generational Differences Among Young Millennial Leaders on the Perceived Required Leadership Competencies for the 21st Century
AU  - Guy Major Ngayo Fotso
Y1  - 2022/03/09
PY  - 2022
N1  - https://doi.org/10.11648/j.jhrm.20221001.13
DO  - 10.11648/j.jhrm.20221001.13
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 14
EP  - 21
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20221001.13
AB  - 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.
VL  - 10
IS  - 1
ER  -

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Guy Major Ngayo Fotso

Business School Lausanne, Doctoral School Business School Lausanne, Lausanne, Switzerland

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Guy Major Ngayo Fotso. (2022). Exploring Intra-generational Differences Among Young Millennial Leaders on the Perceived Required Leadership Competencies for the 21st Century. Journal of Human Resource Management, 10(1), 14-21. https://doi.org/10.11648/j.jhrm.20221001.13

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ACS Style

Guy Major Ngayo Fotso. Exploring Intra-generational Differences Among Young Millennial Leaders on the Perceived Required Leadership Competencies for the 21st Century. J. Hum. Resour. Manag. 2022, 10(1), 14-21. doi: 10.11648/j.jhrm.20221001.13

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Guy Major Ngayo Fotso. Exploring Intra-generational Differences Among Young Millennial Leaders on the Perceived Required Leadership Competencies for the 21st Century. J Hum Resour Manag. 2022;10(1):14-21. doi: 10.11648/j.jhrm.20221001.13

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@article{10.11648/j.jhrm.20221001.13,
  author = {Guy Major Ngayo Fotso},
  title = {Exploring Intra-generational Differences Among Young Millennial Leaders on the Perceived Required Leadership Competencies for the 21st Century},
  journal = {Journal of Human Resource Management},
  volume = {10},
  number = {1},
  pages = {14-21},
  doi = {10.11648/j.jhrm.20221001.13},
  url = {https://doi.org/10.11648/j.jhrm.20221001.13},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20221001.13},
  abstract = {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.},
 year = {2022}
}

Copy | Download

TY  - JOUR
T1  - Exploring Intra-generational Differences Among Young Millennial Leaders on the Perceived Required Leadership Competencies for the 21st Century
AU  - Guy Major Ngayo Fotso
Y1  - 2022/03/09
PY  - 2022
N1  - https://doi.org/10.11648/j.jhrm.20221001.13
DO  - 10.11648/j.jhrm.20221001.13
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 14
EP  - 21
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20221001.13
AB  - 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.
VL  - 10
IS  - 1
ER  -

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