Effective leadership style for gen y people

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Tips and Tricks to Handle Gen Y People With Transformational Leadership

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Effective leadership style for gen y people

  1. 1. Leading Gen Y – A Transformational Leadership Style<br />Z. Hamidi – 5 Juli2011<br />Presentation for Half Day Seminar in Infomedia Nusantara<br />
  2. 2. L E A D E R S H I P<br />“One of the most observed and least understood phenomena on earth”<br />(James McGregor Burns. Political Scientist, Campaigner for John F Kennedy)<br />Leaders…<br />. . . .<br />Soekarno<br />Soeharto<br />Soesilo<br />Soe-kerberg<br />
  3. 3. L E A D E R S H I P is about influence…<br />““ The process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives” (Yukl, 2006).<br />
  4. 4. Leadership occurs…. anywhere<br />
  5. 5. Leader Effectiveness<br /><ul><li>How can we tell a “good” leader from a “poor” leader? (What results would we expect to see from a “good” leader?)
  6. 6. Performance (the job gets done)
  7. 7. Motivation (followers are energized)
  8. 8. Effort (followers try hard)
  9. 9. Satisfaction (followers are happy)</li></li></ul><li>Leading Gen Y<br />
  10. 10. Why Attention to Generation in the Workplace is Important?<br />When left not addressed can lead to:<br /><ul><li>Misalignment of goals and effort
  11. 11. Lost opportunities (sales, service, etc.)
  12. 12. Poor communication
  13. 13. Greater change resistance
  14. 14. Poor teamwork
  15. 15. Lower staff engagement
  16. 16. Greater staff turnover
  17. 17. Unnecessary conflict
  18. 18. Waste, sabotage, workplace violence</li></li></ul><li>As one of the Windows Security Team says, “Generation Y wants to work on cool, cutting-edge projects, and Generation Y wants to be recognised for its work by peers, family and friends.” And if such projects aren’t provided in the workplace, many will choose to find them in online communities and work on them – for free – in their spare time. <br />When Theory Y Meets Gen Y<br />Theory Y says humans are intrinsically motivated to do a good job, and if the right conditions can be created, employees will give their discretionary time for free. Theory Y behaviour came naturally to Smith. Two decades at Microsoft had given him a good intuitive feel for how to get the best out of people.<br />As one of the Windows Security Team says, “Generation Y wants to work on cool, cutting-edge projects, and Generation Y wants to be recognised for its work by peers, family and friends.” And if such projects aren’t provided in the workplace, many will choose to find them in online communities and work on them – for free – in their spare time.<br />
  19. 19. Which Leadership Style Needed?<br />…there is no one best style of leadership. Successful leaders are said to be able to adapt their leadership style to meet subordinates’ needs and particular situation (Davenport,1998).<br />
  20. 20. Gen Y Values…<br /><ul><li>Meritocracy
  21. 21. Non-Traditional
  22. 22. Camaraderie
  23. 23. Integration personal life and work
  24. 24. Independence </li></li></ul><li>Transfomational Leadership<br />“The process whereby an individual engages with others and creates a connection that raises the level of motivation and morality in both the leaders and follower”<br />
  25. 25. Characteristic of Transformational Leadership<br />Ron Riggio defines the characteristics as….<br /><ul><li>Charismatic, visionary leaders who transform organizations through empowering followers.
  26. 26. Leaders who bring out the best in followers and develop them into leaders.
  27. 27. Leaders who motivate and challenge teams to perform at levels beyond expectations.</li></li></ul><li>Model of Transformational Leadership<br />Transformational<br />Leadership<br />Transactional<br />Leadership<br />Laissez-Faire<br />Leadership<br />
  28. 28. Components of Transformational Leadership<br /><ul><li>Idealized Influence </li></ul> serving as positive role models for followers (“walking the talk”).<br /><ul><li>Inspirational Motivation </li></ul>motivate and inspire followers by providing meaning and challenge.<br />
  29. 29. Components of Transformational Leadership<br /><ul><li>Intellectual Stimulation </li></ul>stimulate followers to be creative/innovative by questioning assumptions, reframing problems, and devising new solutions.<br /><ul><li>Individualized Consideration </li></ul> paying special attention to followers’ needs and concerns; developing followers via mentoring/coaching<br />
  30. 30. Transactional Leadearship Components<br />Transactional Leadership is most common and involved exchanges between leaders and followers<br /><ul><li>Contingent Reward - The exchange process between leaders and followers in which effort by followers is exchanged for specified rewards
  31. 31. Management by Exception - Leadership involves corrective criticism, negative feedback and negative reinforcement.
  32. 32. Active - Watches follower closely to identify mistakes/rule violations
  33. 33. Passive - Intervenes only after standards have not been met or problems have arisen</li></li></ul><li>Non Leadership Components (Laissez Faire)<br /><ul><li>The absence of leadership. A hands-off, let-things-ride approach. Refers to a leader who abdicates responsibility, delays decisions, gives no feedback, and makes little effort to help followers satisfy their needs. </li></li></ul><li>Focus of Transformational Leaders:<br />Transformational Leadership Approach<br />Focus of Transformational Leaders<br />Leaders empower and nurture followers<br />Leaders stimulate change by becoming strong role models for followers<br />Leaders commonly create a vision<br />Leaders act as change agents<br />Leaders are social architects<br />
  34. 34. Competencies to be Developed..<br />Management of Attention<br />having a vision<br />outcomes/goals<br /><ul><li>Management of Trust</li></li></ul><li>Competencies to be Developed..<br />Management of Meaning<br />creating a social culture, know<br /> bonding<br /><ul><li>Management of Self
  35. 35. know one’s own skills & lack thereof
  36. 36. professional development</li></li></ul><li>Transformational Leaders in Everyday Life<br />Parents<br />Coach<br />
  37. 37. Transformational Leaders in Everyday Life<br />Religious Leaders<br />Entrepreneur<br />
  38. 38. Concluding Remarks…<br /><ul><li> Gen Y is part of the organization workforce.
  39. 39. They values things that might different from other generations.
  40. 40. They need leadership style that could foster their values and strengthen their motivation.
  41. 41. The organization leader should use approach that could foster Gen Y values as well as organization goal.
  42. 42. To be able to lead effectively leaders should improve their competencies.</li></li></ul><li>Thank You<br />

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