Formulating Leadership Part II

Formulating Leadership Part I

Indra Blackwell-Simmons, Garry Maddox, Eric Marshall,

Elizabeth Patterson, Trisha Shetler, and Diane Wheeler

LDR/300

October 2, 2017

Earl Levith

Formulating Leadership Part I

Millennials are multiplying into the workforce population today as they are reaching their peak employment years. They are giving new insight into office life and the structure among employees and employers. Senior management at many organizations is seeking the right steps to recruiting and developing millennials into leadership roles. The first step is to create a successful plan to help millennials transform into a leader. In the following paragraphs, Team E will discuss the best practice to promote the number of millennial leaders. The team will also explain how the team would present this information to senior management in the organization as a guide to promote millennial leaders.

The Best Practices to Enhance the Number of Millennial Leaders

To cultivate and enhance the number of millennial leaders, it is important first to understand the attitudes and behaviors of the generation. According to Murray (2011), “The primary traits of the millennial generation that may manifest as elements of millennial leadership styles are collaboration, integration, multitasking, experimentation and nomadic behaviors.” There are three things leaders can do to assure these millennials will achieve success on the job, despite generational differences. The first is giving them the big picture. Millennials want to contribute their part in the workplace. By making sure that they understand goals, mission statement, and how the company works together as a whole, a whole new understanding will be created. Second, leaders need to help the millennials find the “me” in team. From team sports during youth to classroom projects, millennials are no stranger to teamwork. Team performance expectations need to be laid out for a supreme understanding. They can bring knowledge of technology that will be helpful in ways such as social networking and virtual environments. Lastly, millennials need to be mentored on career-building behaviors (Ferri-Reed, 2012). Career-building is one area in which beginning workers may be deficient compared to the older or more experienced employees.

How this Information will be Present to Senior Managers in the Organization

The future of any company is founded on good leadership. Many good leaders have a great understanding of the company activities and are dedicated to achieving the goals of the company. Young leaders, especially the millennials, are innovative, and flexible to new ideas (Harrison, 2017). These future leaders are willing to work longer hours since they understand the importance of developing into a good leader. It is important that the organization recognize and develop the millennials into leadership positions (Harrison, 2017). For millennial leaders to be successful, there are some ways that management can support them in their leadership development. McKay (2011, para. 8) states:

1) Help them understand the “why” of their job – why they are asked to do something and why it is important to the overall cause of the company. 2) Give them regular feedback, so they understand their progress. 3) Help them understand that they may need to demonstrate to their team how using technology can improve productivity. 4) Help them understand what credibility looks like for the team members they lead and help them modify their leadership style when needed.

Conclusion

Analyzing the motivations, behaviors, and characteristics of the millennial generation is a critical first step when designing a leadership development program. Millennials have many positive leadership traits of which a company should take advantage; they are great multi-taskers, embrace diversity, innovative, flexible, innovate, and willing to put in the extra hours to move toward success. Incorporating these factors while also providing the future leaders with a strong sense of the company’s programs, goals and vision are all important when developing this generation of leaders.

References

Ferri-Reed, J. (2012). Three ways leaders can help millennials succeed. The Journal for Quality and Participation, 35(1), 18-19. Retrieved from https://search-proquest-com.contentproxy.phoenix.edu/docview/1015228913?accountid=134061

Harrison, A. E. (2017). Exploring Millennial Leadership Development: An Evidence Assessment of Information Communication Technology and Reverse Mentoring Competencies. Case Studies in Business and Management, 4(1), 25.

McKay, S. (2011, Aug). Millennials Bring Skills to Management. Arkansas Business. Retrieved from  https://search-proquest-com.contentproxy.phoenix.edu/docview/883870835?pq-origsite=summon&accountid=35812

Murray, A. (2011, Feb). Mind the gap: technology, millennial leadership, and the cross-generational workforce.  Australian Library Journal, 54-65. Retrieved from  https://search-proquest-com.contentproxy.phoenix.edu/docview/857176514?pq-origsite=summon&accountid=134061