scholarly journals Generation Y Challenges in Becoming Innovative Leaders at Organization in the 21st Century

2019 ◽  
Vol 8 (2S9) ◽  
pp. 789-794
Keyword(s):  
21St Century ◽  
Generation Y ◽  
Effective Leadership ◽  
Gen Y ◽  
Open Mind ◽  
Leadership Models ◽  
Effective Leaders ◽  
Secondary Resource ◽  
Innovative Leadership ◽  
Leadership Approaches

This paper aims to analyze and describe the dominant traits that are typical Gen-Y and innovative leadership models of the 21st century and to develop applicative recommendations on innovative leadership approaches to the Gen-Y. Gen-Y is increasingly inevitable and has taken a 50% portion in several large companies in Indonesia. This description explains the characteristics of Gen-Y and innovative leadership models. Data were obtained from secondary resource reviews, reputable journals, documents and company records that have relevance to the topic of this paper as well as from the results of interviews and observations on some companies. Gen-Y is the generation of innovating, open-mind. They are expected to be effective leaders in the 21st century. Innovative leadership becomes one of the effective leadership to be understood and implemented by Gen-Y in leading the organization in the 21st century

scholarly journals DESTINATION SUCCESSES FACTORS FOR MILLENNIAL TRAVELERS CASE STUDY OF TANAH LOT TEMPLE, TABANAN, BALI

2020 ◽  
Vol 1 (2) ◽  
pp. 136-146
Author(s):  
Jaya Pramono ◽  
I Made Sumartaha ◽  
Bambang Purwantoro
Keyword(s):  
Generation Y ◽  
Quantitative Research ◽  
Survey Design ◽  
Descriptive Statistics ◽  
Success Factor ◽  
Research Model ◽  
Business Travel ◽  
Gen Y ◽  
Main Factors

Millennials are a popular term to replace the term Generation Y (Gen Y). There are 2.5 billion millennials worldwide. They have contributed to business travel, and tend to spend most of their expenses on travel and vacation, driven by future travel trends. This research conducted to shape the success factor of the destination for millennial tourists, where the destination of Tanah Lot Temple is used as a case study, which is quantitative research, using survey design and purposive sampling. There are 160 millennial tourists as respondents (who are visited Tanah Lot Temple). The instrument used was a questionnaire with a Likert scale, and the data were analysed using descriptive statistics and factor analysis. This research has indicated that there are nine (9) main factors that shape the success factor of the destination for millennial tourists. The nine main factors are: Millennials interested in traditional costume guides and officers, believe in social media reviews, Millennial will add several/more days to enjoying the destination, The layout of the souvenir shop, buildings, temples, parks, and the others building should support sustainable practices. A millennial will invite parents and closest friends for visiting destination. The experience in destination worth it with or even more than spending, and meet the expectations. The facility of destination affected millennials during visiting. Millennials are interested in the culture at the destination. Traveling is a necessity for Millennial. This research model has an accuracy of 71% on the error rate of 5%.

scholarly journals The Principal’s Effective Leadership in Elementary Education

2019 ◽  
Vol 5 (2) ◽  
pp. 127
Author(s):  
Mukhtar Hadi
Keyword(s):  
Elementary Schools ◽  
Elementary Education ◽  
Significant Influence ◽  
Effective Leadership ◽  
Educational Leaders ◽  
Effective Management ◽  
Educational Organizations ◽  
Leadership Management ◽  
Effective Leaders ◽  
Leadership And Student Achievement

The importance of effective management in educational organizations is getting more and more attention from various parties. The purpose of this study was to find out whether the heads of Madrasah Ibtidai'yah in Metro City had implemented effective leadership patterns in leadership management in madrasah. The results of this study indicate that the heads of Islamic elementary schools in Metro City are actually principals who present themselves as effective leaders and understand well how to become professional leaders. The professional meaning here is that the head of the madrasah has shown itself to be an education leader and always maintains quality at all times. In certain circumstances the head of the madrasah has even included the category of master school leaders who are able to show quality where other parties can place the principal as an expert in leading the school. The principal not only looks good, but also is able to show understanding of the meaning of quality. However, there has not been seen any influence between the headmaster's leadership and the level of achievement achieved by students. This means that principals actually include educational leaders with the title of professionals or even masters, but there is no significant influence between the level of leadership and student achievement.

scholarly journals Globally Responsible Intergenerational Leadership

2019 ◽  
pp. 123-152
Author(s):  
Ceren Aydogmus
Keyword(s):  
Leadership Styles ◽  
Baby Boomers ◽  
Leadership Style ◽  
Generation X ◽  
Generation Y ◽  
Generational Cohorts ◽  
Generation Z ◽  
Generational Leadership ◽  
New Challenges ◽  
Leadership Approaches

Today's workforce is more diverse than ever, comprised of five generational cohorts: Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. As each generation has its own values, beliefs, and expectations, their leadership preferences pose new challenges for organizations. In this chapter, leadership approaches are discussed, and the differences and similarities among preferred generational leadership styles are examined. The purpose of this chapter is to determine an appropriate leadership style that meets the needs of all generations, and globally responsible inter-generational leadership has been suggested as the most effective approach.

scholarly journals The Effect of Service Quality on Customer Loyalty of Generation Y – An Empirical Investigation on Superstores in Bangladesh

2020 ◽  
Author(s):  
Mirza Mohammad Didarul Alam
Keyword(s):  
Service Quality ◽  
Customer Loyalty ◽  
Generation Y ◽  
Structural Equation ◽  
Equation Modeling ◽  
Future Research ◽  
Physical Aspect ◽  
Gen Y ◽  
Retail Service ◽  
Retail Service Quality

Today, retailers have been struggling to retain their existing customers in the face of severe competition in their business operations. By expanding the service quality, retailers will be able to stand out among the other businesses and create the opportunity to strengthen customer loyalty, particularly within the younger generation. The aim of this study is to propose and empirically investigate the mechanism of increasing customer loyalty of Generation Y (Gen Y) toward superstores by means of enhancing service quality practices. Based on a structured questionnaire, data was collected from 252 Gen Y consumers who have visited four leading superstores in Bangladesh. The data was analyzed through SEMPLS3.0 to test the validity of the measures, and used to examine the hypothesized relationships by employing structural equation modeling. The findings show that the Retail Service Quality Scale (RSQS) is a reliable and valid instrument for assessing service quality in the retail sector of Bangladesh. The structural model indicates that the customer loyalty of Gen Y toward superstores is positively influenced by retail service quality dimensions such as policy, reliability, personal interaction, physical aspect, and problem solving, in the order of influencing strength. This paper provides the research implications and avenue for future research.    

Embracing and Harnessing Uncertainty

2021 ◽  
pp. 21-40
Author(s):  
Camilla Ellehave ◽  
Erin Wilson Burns ◽  
Dave Ulrich
Keyword(s):  
Leadership Practices ◽  
Effective Leadership ◽  
Emotional Reactions ◽  
Positive Outcomes ◽  
Customer Needs ◽  
Effective Leaders ◽  
The Future ◽  
Effective Leadership Practices ◽  
Reactions To Change ◽  
Insight Into

This chapter offers insight into how change and uncertainty challenges effective leadership practices and offers guidance on how leaders can successfully lead in uncertain times. It adds to the existing field of studies by offering leaders a framework and specific ways to understand and consequently embrace and harness uncertainty. With the turmoil of 2020 as backdrop, effective leaders will need to master 3 tasks: 1) to pace the changes to which their teams are exposed, 2) to shape how changes are perceived by their team, and 3) to manage the team's emotional reactions to change. As leaders envision the future, guide choices, tame apprehension, regulate expectations, experiment nimbly, and collaborate frequently, they will be able to channel the pressures of change to create positive outcomes for their teams and organizations. More importantly, organizations that create routines and processes that encourage, develop, and enable these behaviors internally will lead in a world where customer needs, employee demands, and shareholder expectations are continuously evolving.

scholarly journals Corporate social responsibility impact on talent retention among Generation Y

2020 ◽  
Vol 27 (4) ◽  
pp. 369-392
Author(s):  
Intan Azurin Zainee ◽  
Fadilah Puteh
Keyword(s):  
Corporate Social Responsibility ◽  
Generation Y ◽  
Employee Retention ◽  
Research Model ◽  
Accounting Firms ◽  
Content Type ◽  
Gen Y ◽  
Talent Retention ◽  
Corporate Social ◽  
The Impact

PurposeAs the new emerging workforce, Generation Y (Gen Y) is said to be demanding, influential and possessing strong bargaining power. This study examines the impact of corporate social responsibility (CSR) on employee retention among Gen Y in the accounting profession. CSR is widely researched subject due to its applicability in multidisciplinary fields and industries. This research intends to investigate the nexus between CSR and human capital disciplines. It employs Carroll's pyramid of CSR as the main theoretical framework to establish its relationship with talent retention among Gen Y employees. This study has a threefold aim: (1) to determine the level of CSR awareness, (2) to determine the relationship between CSR dimensions and talent retention and (3) to examine the effect of CSR dimensions on talent retention.Design/methodology/approachThe paper opted for an exploratory study using the structured questionnaire. A total of 377 Gen Y accountants who are currently working in accounting firms located in Klang Valley, Malaysia, were involved as respondents. Data were analyzed using descriptive, correlation and regression analyses to answer the research objectives.FindingsThe paper provided empirical insights about the impact brought by CSR practices in financial-based firms on employee retention. It was found that all CSR elements, as suggested by Carroll, have a significant relationship with employees’ retention. The interaction between the CSR elements and employee retention accounts for 16% of the research model. Based on the multiple regression analysis, it was found that only two CSR elements are the significant predictors of employee retention among Gen Y in the case of financial-based firms in Malaysia.Research limitations/implicationsThis research covers Gen Y employees in accounting firms; thus, generalization is not applicable to other generations. Besides, the predictors of the research study utilize Carroll’s pyramid of CSR. Therefore, future research studies are encouraged to validate the research model into other sectors. Other models of CSR could also be used.Practical implicationsThis paper includes implication for the organization to understand employee retention practices on Gen Y who are currently dominating the workforce.Originality/valueThis paper fulfills an identified need to study how CSR practices could enhance employee retention among Gen Y in the organization.

scholarly journals Influence Of Emotional And Spiritual Intelligence Towards Intention To Stay By Generation Y Employees In The Information And Communication Technology Sector In Malaysia: The Mediating Role Of Perceived Organizational Support

2019 ◽  
Vol 8 (5C) ◽  
pp. 954-961
Keyword(s):  
Emotional Intelligence ◽  
Generation Y ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Organizational Outcomes ◽  
Spiritual Intelligence ◽  
Attrition Rate ◽  
Intention To Stay ◽  
Gen Y

The digital industry in Malaysia employs an estimated 355,000 employees and the average attrition rate was 17% in 2017. The Millennials or the Generation Y were born in between 1980 to 1993 that would formulate 75% of the labor force by 2025. However, Gen Y workforce are hard to maintain as they are primarily concerned on temporary job prospects and immediate outcomes. Gen Y employees contribute to greater level of turnover rate and retaining them is a significant challenge for the organizations. This paper presents a review of the intention to stay by Gen Y employees in Malaysia. This study will answer three questions. Firstly, this study will examine the concept of emotional intelligence used to retain Gen Y employees. The next question is to what extend does spiritual intelligence influence Gen Y intention to stay. The last question is whether perceived organizational support (POS) mediates the relationship between the constructs. The study aims to accentuate the key role of emotional and spiritual intelligence towards retaining Gen Y employees. A literature review on relationships between emotional intelligence, spiritual intelligence and intention to stay was examined. The examination concluded that higher level of emotional intelligence and spiritual intelligence are positive predictors of intention to stay. This study revealed that POS has both direct and indirect relationships between several organizational outcomes. There is a rareness of studies in the background of the role of emotional and spiritual intelligence and perceived organizational support of Gen Y employees. With the anticipated increase of Gen Y employees, this study will establish a better understanding and knowledge about Gen Y and offer them accurate tools to cooperate and manifest the accurate solutions. The findings are expected to present new insights in the manner of how Gen Y employees’ emotional and spiritual intelligence can contribute towards their intention to stay longer

scholarly journals Analyzing Omni-Channel Shopper’s Journey Configuration of Generation Y and Z

2021 ◽  
Vol 33 (6) ◽  
pp. 0-0
Keyword(s):  
Decision Making ◽  
Generation Y ◽  
Evaluation Process ◽  
Online Reviews ◽  
Online Review ◽  
Goal Theory ◽  
Decision Making Process ◽  
Gen Y ◽  
Channel Strategy

Omni-channel retailing has been an essential issue to enterprises nowadays. This research applies goal theory to Engel-Kollat-Blackwell model in the omni-channel context and adapt the concept of Harris, Riley & Hand (2018) to shopper journey configurations, including search, evaluation, and purchase of decision making process. This study selected iPhone as the product and collected 179 participants of Gen Y and 126 participants of Gen Z to analyze shopper’s journey. The results indicated Gen Y replied on online review after searching and made own judgement, and preferred store purchase. Gen Z either replied on online review or directly made own judgement after searching, and preferred store purchase. Both generations utilized all types of search and referred to online reviews of evaluation process, and purchased at the store. Our findings also benefit to companies’ mange profitable omni-channel strategy.

scholarly journals Exploring the Leadership Preference of Malaysian Generation Y Employees: A Conceptual Paper

2016 ◽  
Vol 11 (8) ◽  
pp. 152
Author(s):  
Sharizan Sharkawi ◽  
Syed Jamal Abdul Nasir Syed Mohamad ◽  
Rosmimah Roslin
Keyword(s):  
Conceptual Framework ◽  
Generation Y ◽  
Labour Force ◽  
Vital Role ◽  
Local Context ◽  
Gen Y ◽  
Multiple Realities ◽  
Leadership Preferences ◽  
Data Collection Process ◽  
The Many

<p>Generation Y, individuals age 34 years and below are dominating the workforce in Malaysia today with nearly half of the labour force comprised of this generational cohort. They will be playing a vital role in the Malaysian labour market and will have unprecedented impact to the country’s future economic growth. However, a dilemma confronting leaders today is the limited understanding when leading the Gen Y. This paper is not empirically based but merely conceptual in nature. It is aimed at presenting the preliminary work for a study. The concepts of leadership and the many theories that have evolved are examined. Review of past literature concerning the Gen Y and their leaders are deliberated. From the literature review, many missing parameters were discovered. Firstly, studies in Gen Y mostly covers motivation, values, behaviours, job satisfaction and organisational commitment but not on leadership preferences per se. In addition to that many of the studies conducted are in the Western perspectives and to accept the results entirely will be an over-generalisation. Lastly, the field of leadership is continuously evolving inspired by the current wants and needs. Thus this brings light to the intention of this study which is to explore the leadership preferences of Gen Y employees specifically looking at the local context. The conceptual framework proposed as the foundation of this study consists of the different leadership theories from early days of trait theory to the more contemporary transformational leadership theory. This conceptual framework will guide in the data collection process whereby a basic qualitative method is proposed as the most suitable approach for this study. It will be based on the interpretive or constructivist perspective where multiple realities and lived experiences of Gen Y concerning their leadership preferences will be uncovered through in depth interviews with the participants involved.</p>

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