There are more generations in the workforce today than ever before. Each generation comes with its own quirks for engagement, development, and leadership. As a leader, it is important to know what engages each generation most positively. Take a look at these facts and tips to see if members of your team are destined for leadership roles.
Thirty-five percent of gen z expect a “motivating behavior” from leaders, while only 25 percent of gen x managers admit to having this trait. Meanwhile, gen x believes it offers a strong set of personal ethics, but only 12 percent of gen z expect such values from their leadership team.
Although there are statistical differences among generations, it has been found that the desire to fill a leadership role varies greatly, based on age, geography, and other outlying factors. For example:
About 50 percent of gen z in Denmark believe achieving a leadership role is important.
Seventy-seven percent of gen z in India desire a leadership position.
Only half of millennials in Japan seek leadership positions.
Over 70 percent of their American counterparts aim for leadership roles.
Overall, gen x weighed in as neutral; their interest in leadership falls within 57 percent.
So, what is it that hinders people from wanting a leadership role? The answer is stress. It affected gen z most strongly; 58 percent are deterred due to fear of the stress a leadership role may cause. Gen x was close behind at 52 percent. And, in the U.S. particularly, 74 percent of gen y cite stress as negatively associated with leadership.
Another hindrance is fear of failure. Being a leader is a daunting task; many avoid it so they may avoid the possible failure that comes along with it. However, there is a solution to these 2 burdens: leadership training can prepare upcoming leaders for the tasks ahead. With some knowledge and preparation, stress and failure may become a nonissue.
Training and preparing every generation for leadership roles is an ideal way to strengthen your leadership team and encourage them to climb the organizational ladder.
