According to Piper (2012) the generation Y and the millennials consists of over 70 million, and the oldest are in their late 20s and early 30s. With their personalities and work ethics that are different from all other generations, it is challenging or rather difficult for leaders to indoctrinate them into other cultures that are different or that have different perspective. They prefer a democratic, nonhierarchical environment, feel subdued by stiffed Monday through Friday nine-to-five work practices, and they are bias on seniority and titles.
A major problem is that the generation Y and the millennials personalities and their perceptions are regarded as barriers by present leaders. In reality, leaders need to learn to understand those generations. Cultures can be formulated and change by leadership and
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An Espoused values is when leaders emphasis on the organizational goals, philosophies, and values and makes it a collective responsibility. The organizational vision, mission, and values statements could be published on webpages, on posters, or in team charters to remind staff. The generation Y and the millennials work but would not want the work to be their life. They put in hard work and long hours if it is worthwhile, and they are not motivated by feelings of duty to the organization.
Another strategy is to build trust and open communication. In an atmosphere of trust and open communication, leaders get innovative solutions to problems solving (Weiss et al, 2014). If a leader wants strategy to improve, raise morale and staff engagement, and increase productivity, an intentional intergenerational perspective will be the right tool (Gambone, (n.d)). The generation Y and the millennials like coaching, direction, and feedback. An aspect that is imperative for leadership because they are team oriented, value collaboration and sharing of