Differences Of The Leaders And Mangers Of The 21st Century And Past

Question: Discuss about the Differences Of The Leaders And Mangers Of The 21st Century And Past. Answer: Introduction The study is mainly focused on the differences of the leaders and mangers of the 21st century and the leaders and managers of the past. This is also reflecting on how the perceptions of the different generation gaps have been changed drastically and how the managers and employees working in organizations has been changing and applying their perceptions for the sake of the organizations in this century. The study is also describing the incongruence of the different widely researched theories and its impact on the employees, managers and the leaders of the 21st century as well. The study is also focused on the term Millennial, their nature of working in organizations and their perceptions and behavior at their workplace. It is also describing that how the Millennial have been working and way they were treated in the organizations and how they are engaged at workplace of todays organizations. It is also studying the implications of the managers and the leaders when working with the mill ennial workforce. Brief Summary of the article The article is summarized by having the broader views and perceptions of the Millennial who are mostly working in the organizations of 21st century. The article summarizes that how the Millennial work and how they were behaving when they were working in todays organizations. The article also summarizes that the nature of the Millennial employees working in organizations. It is summarizing the five different theories of leadership which has an impact on the working, engagement and the motivation of the millennial employees. The article summarizes that Millennial are not organizational centered and focused on their work they do, they are basically self centered (Anderson et al. 2017). This also summarizes that Millennial are only motivated with the extrinsic factors like the compensation, hike in the salaries as well as rewards. This states that how the Millennial employees are not making any kind of ethical decisions as they are more likely to found work life balance rather than focus ed on their work. The article also summarizes that how the millennial employees are getting treated form the leaders and organizations. They are also treated by the managers and ladders in a different way which they were not expecting from them. This is also the different nature of the millennial employees as compared with the employees and supervisors in the past. It also summarizes the challenges faced by the leaders as well the managers for not getting totally engaged with the millennial employees (Schyns et al. 2013). It deals with the effectiveness of the leader member relationships for the millennial employees to be able to work in a proper way and how they are not contributing well for attainment of organizational goals. Body The current generation or millennial employees are quite different from the previous generation employees in terms of their values and believes. Their senses of work centrality, work ethics, work attributes and work motivation are quite different than the baby boomers. Hence, the leaders face tough challenges to manage such employees with the previously developed leadership theories. The author of this article has articulated that the organizational leaders should lead the present day millennial employees by their necessity, differently. The suggestion of the authors is quite adequate on the fact that the time has come to revisit the leadership theories, which were actually developed before the millennial employees have entered in the workforce. The authors of this article has primarily focused on the current five leadership theories like transformational leadership, leader member exchange, information processing, authentic leadership and ethical leadership. The new generation employees are less central to their work and less connected to the core of the organizational goals. On the other hand, the article has also focused on the positive aspects of the new generation employees, which are like creativity, technical ability, inclusive attitude and concern for their social values. Millennial employees are more likely to work for the supervisors, who they like the most. Hence, the current leaders must focus on the employee-supervisor relationship for motivating and retaining the new generation employees. On the other hand, the millennial employees are more likely to be motivated by extrinsic rewards than the intrinsic rewards (Avolio and Yammarino 2013). Hence, the new existing leadership theories must focus on the providing extra and extrinsic rewards for motivating such employees. Moreover, they highly value work-life-balance and leisure activities more than their predecessors. Hence, the previous leadership theories must reconsidered for including the changing values and attitudes of the new generation employees. The employees in the new generation prefer individualism quite more than collectivism for achieving the work goals. Moreover, they are more likely to focus of their individual achievement than to focus on overall organizational goals. Transformation leadership theory has been focused adequately on the individualistic work approach of the employees. However, their theory is quite ineffective in linking the individual goals of the millennial employees with the overall organizational goals. Hence, the transformational leadership theory must be reconsidered for aligning with the changing job attitudes of new generation employees. On the other hand, the article has also articulated the fact the millennial employees are more likely to work in an organization, where their needs are met properly. Moreover, the new generation employees are highly sensitive to monetary compensation than any kind of intrinsic rewards (Anderson et al. 2017). Hence, the leader-member exchange theory should be reconsidered, where the outcome of the employees is dependent on their consideration within leaders in group. On the other hand, authentic leaders are more likely to motivate the employees through their congruity of self-awareness of the employees with leaders qualities. In such situation, lack of work centrality of the millennial employees seems to incongruent with the authentic leaders. Hence, authentic leadership theory must be reconsidered with the dynamic work values and attitude of the new generation employees. The authors of this article have claimed justified argument that the five leadership previously developed leadership theories fail to prepare managers adequately to influence todays millennial employees. The propositions made on transformational leadership have argued that the transformational leaders are quite effective to motivate the new generation employees to put the organizational needs before their own needs. Moreover, such leaders are incapable of motivating the employees through idealized vision of giving more importance to organizational goals over the individual goals (Anderson et al. 2017). On the other hand, the millennial employees are more likely to be motivated monetary compensation and extrinsic rewards. As per this article, transformational leaders are incapable of influence such employees through idealized influence and inspirational motivation. Todays employees are having high level of individualism and more likely to work for their own benefits. In such situation, the information processing model of leadership is efficient to adopt any particular leadership style based on situational context. Moreover, millennial employees are less likely to place importance on organizational settings and place more importance to leisure places (Antonakis and Day 2017). In such situation, the leaders may face challenges to manage the employees having different cognition about leadership attribution. In leader-member exchange model, the leaders usually motivate the employees through making high quality relationship with them by considering them in in-group. However, the new generation employees are more motivated by the extrinsic or monetary compensation offered by the leaders. In such situation, the collegial relationship with the leaders is less effective on the new generation employees. Furthermore, the article has also highlighted that millennial employees have acknowledged that their perception about work-life-balance is quite different from their supervisors. In such situation, high quality relationship with the leaders will require them to give more effort and time to their work. Hence, the model of leader-member exchange often fails to motivate the new generation employees. The article has also justified the fact that authentic leaders are incapable of achieving the value of congruence among the new generation employees. Moreover, authentic leaders are more likely to motivate the employees through their self-awareness and value congruence of the employees with their own capabilities. In such situation, such leaders face huge difficulties in managing the employees having lack of work centrality, which is highly incongruent with the value of leaders (MALO? 2012). On the other hand, the ethical leadership is majorly focused on enhance the organizational performance with intrinsically help values of the employees. However, todays employees give priority to their work-life-balance than the organizational core values. In such situation, such employees are less likely to emulate the ethical leaders having strong level of work ethics (Anderson et al. 2017). On the other hand, ethical leaders majorly focus on the moral and spiritual value of the employees to mot ivate them towards achieving organizational success. However, todays employees always give more priority over the extrinsic rewards than the moral values associated with the organizational values. Hence, such leadership often fails to prepare the managers in motivating the millennial employees. In the context of the transformational leadership theory, it is recommended that the Millennial in order to engage actively with the organizations, they should be get aligned with their personal objectives and the organizational goals they can achieve it. There is the need of redeveloping the organizational objectives by the transformational leaders and managers by which they can encourage and motivate the millennial workforce to achieve their personal and organizational goals as well (Odumeru and Ogbonna 2013). The transformational leaders should also make the transformational leaders to link their extrinsic rewards with the organizational goals encourages the Millennial workforce to become much more active and engaged when working in organizations. In the context of the information processing, the leaders and managers working in the organizations of 21st century have different perceptions as compared with the perception of the millennial workforce. It is recommended that he millennial workforce do not enjoy that the leaders and the managers should have the positional power they reflect on the millennial workforce (McCleskey 2014). The leaders and the managers of the 21st century organizations act in accordance with the situations. It is important that the perceptions of the leaders and the managers should be aligned with the cognitions of the millennial workforce and both should have the common goal of achieving the organizational objectives set earlier by the organizations (Landis Hill and Harvey 2014). In the context of the leadership member exchange theory, it is recommended that most of the leaders and managers could not be able to cope up with the communication styles and the information to be exchanged between the two parties. So the leaders and managers should be applying new forms of communication mediums in order to communicate well with the millennial employees (Verlage Rowold and Schilling 2012). There is the need of development of electronic medium for communication with them in a proper way. The managers and the leaders should also be trying to introduce text based communication skills for getting adjusted with the Millenial workforce. In the context of ethical leadership theory, it is recommended that the millennial workforce is not motivated by the intrinsic rewards, but they are motivated mainly through extrinsic rewards. So the managers and leaders of the organizations in this century want to reduce the extrinsic rewards and increase the intrinsic rewards so that they can be able to change their attitudes and behaviors at workplace (Mayer et al. 2012). It is also recommend that there is the need of developing an ethical culture which is converted into the formal performance management system, making them ethically responsible towards the organization they are employed. In the context of the authentic leadership theory, the millennial workforce does not provide the values the managers and the leaders expects from them when they are at workplace. They are more prone to work for themselves and do not rely on their individual efforts in trying to achieve the organizational goals (Miner 2015). They do not have the work style based on doing constant and strenuous efforts and spending much more time at their workplace in the achievement of organizational objectives (Nichols and Erakovich 2013). So there is the need of the development of the ROWE environment within the workplace to be taken place by which the values of the leaders get aligned with the millennial workforce. Conclusion From the study it is evident that the millennial employees could not be able to get aligned with the different perceptions of the leaders and managers. The millennial employees working in the organizations of 21st century are more directed towards getting motivated through extrinsic rewards and want to maintain high work life balance. It is concluded that the leaders and managers are facing challenges in maintaining and leading the millennial employees in their teams as well at workplace. This also concludes with the fact that the baby boomers have different perspectives of leadership and the way they were getting engaged in the past with the organizations which has a different dimension altogether for the millennial employees at workplace (Anderson et al. 2017). The ethical decision making is not done at the best possible way by the leaders and the managers for the millennial employees as they are very much individualistic and do not work on the values the top management expects fro m them. References Anderson, H.J., Baur, J.E., Griffith, J.A. and Buckley, M.R., 2017. 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