Leadership Quality and Employee Satisfaction in Diverse
School
Western University**We aren't endorsed by this school
Course
BUSINESS 6047
Subject
Management
Date
Dec 10, 2024
Pages
7
Uploaded by rbhtoronto
1HR Research Group Project Assignment 1:Research Question and Annotated Bibliography (5%)- Propose a research question about a problem facing human resource managers in organizations today. - Find 5 academic papers to help you answer your research question and write an annotated bibliography.- aim for around 150 - 200 words (concise & relevant info)- APA formatResearch Question and Topic: How does leadership quality impact employee satisfaction across different generational cohorts, and what challenges do HR managers encounter in fostering leadership that appeals to all age groups?- The Problem that HR faces: challenges of a multigenerational workforce and how HR needs to ensure leadership styles meet satisfaction needs of diverse employee groupsIndependent Variable:Leadership Quality- Can be conceptualized by: Perceived Competence, Communication Skills, Emotional Intelligence, Ethical Leadership, Supportive Leadership…Dependent Variable:Employee Satisfaction- Can be conceptualized by: Reduction in Employee Turnover, Motivation, Job Satisfaction surveys, EngagementModerating Variable:Generational Cohort (Gen Z, Millennials, Baby Boomers)5 Sources for Bibliography:- Ann: https://onlinelibrary.wiley.com/doi/full/10.1002/jls.21681Improving Leader Effectiveness Across Multi-Generational Workforces- Steven: https://journal.formosapublisher.org/index.php/ijbae/article/view/2135Determination of Motivation and Performance: Analysis of Job Satisfaction, Employee Engagement and Leadership- Kai: https://goldenratio.id/index.php/grhrm/article/view/160Determination of Work Motivation, Leadership Style, Employee Competence on Job Satisfaction and Employee Performance - Michael: https://www.mdpi.com/2071-1050/12/11/4417Understanding Future Leaders: How Are Personal Values of Generations Y and Z Tailored to Leadership in Industry 4.0?
2- Sairam: https://www.scielo.org.za/scielo.php?pid=S2222-34362022000100022&script=sci_arttextLeadership styles and effectiveness in the workplace: A perspective of the millennial generationAnnotated BibliographyČrešnar, R., & Nedelko, Z. (2020). Understanding Future leaders: How are personal values of generations Y and Z tailored to leadership in industry 4.0? Sustainability, 12(11), 4417. https://doi.org/10.3390/su12114417MICHAEL: This study investigates the alignment between the personal values of Generations Y and Z and the values required for effective leadership in the
3Industry 4.0 workplace. The authors surveyed 371 young adults from Slovenia, examining how values such as self-enhancement, openness to change, and conservation relate to leadership inclinations in these generations. The study highlights a misalignment between the values of future leaders and the collaborative, multicultural, and sustainable environment demanded by Industry 4.0. While values like power and achievement are prominent, qualities like benevolence and universalism—critical for sustainable leadership in Industry 4.0—are less prioritized. The findings suggest that organizations must address this gap through leadership development strategies, emphasizing teamwork, ethical responsibility, and cultural adaptability. This article is valuable for understanding the generational shifts in leadership values and their implications for future workplaces, particularly in navigating the technological and social complexities of Industry 4.0.Easton, C., & Steyn, R. (2022). Leadership styles and effectiveness in the workplace: A perspective of the millennial generation. South African Journal of Economic and Management Sciences, 25(1). https://doi.org/10.4102/sajems.v25i1.4541SAIRAM: Authored by two scholars with expertise in the fields of economics and management, this piece of literature examines leadership styles and their effectiveness in the eyes of millennials in South Africa. The study focuses on the preferences of millennials in the workplace. By analyzing various styles of leadership, including types such as transformational, transactional, laissez-faire, and more. The article specifically addresses how these approaches are perceived with millennials in the South African workforce. One important discovery is that millennials tend to prefer transformational
4leadership, which prioritizes inspiration and personal development. Characteristics such as collaboration and purpose are crucial to millennials, and thus they prefer a leadership style in accordance. Transactional leadership still remains effective however, of which rewards and clear expectations are the focus. The article states that while millennials are often labeled as requiring continual feedback and support, the drive for work that provides meaning and the opportunity to grow is a critical factor. The authors recommend implementing flexible approaches that incorporate the evolving needs of millennials. Technology can also be used to promote inclusivity and better motivate the new generation. In essence, the article provides valuable insights into the various leadership styles that are available to be implemented and provide benefits to millennials in South Africa. Hajiali, I., Kessi, A. M. F., Budiandriani, B., Prihatin, E., Sufri, M. M., & Sudirman, A. (2022). Determination of work motivation, leadership style, employee competence on job satisfaction and employee performance. Golden Ratio of Human Resource Management, 2(1), 57–69. https://doi.org/10.52970/grhrm.v2i1.160KAIThis article, authored by a team of researchers with expertise in organizational behaviour, management, and psychology, examines the impact of work motivation, leadership style, and competence on job satisfaction and performance at LLDIKTI-IX. Utilizing a comprehensive questionnaire administered to 125 employees and analyzing the data with AMOS 18 and Structural Equation Modeling, the study maintains objectivity by presenting findings without subjective interpretation. A key finding reveals that work motivation negativelyaffects job satisfaction in a significant way, indicating a pressing need for interventions to enhance
5employee motivation levels. While the research provides valuable insights, it acknowledges limitations, particularly its focus on a single organization, which can affect generalizability. The study contributes to the field by challenging assumptions about generational gaps and highlighting the need for effective leadership strategies. Its findings are particularly relevant to our research, as they emphasize the importance of tailored leadership approaches to enhance employee satisfaction and mitigate conflicts among different age groups. By addressing these dynamics, the study reinforces the necessity of strategic leadership in fostering a productive work environment.Lowe, J. B., Barry, E. S., & Grunberg, N. E. (2020). Improving leader effectiveness across Multi‐Generational workforces. Journal of Leadership Studies, 14(1), 46–52. https://doi.org/10.1002/jls.21681ANN: Authored by three scholars with diverse academic expertise—a Doctor of Medicine, a Master of Science, and a PhD in Arts and Philosophy—this comprehensive literature review examines effective leadership strategies for managing a multigenerational workforce, using research from the early 2000s to the present. The authors focus primarily on Baby Boomers, Generation X, and Millennials, noting that research on Gen Z remains limited due to their relatively recent entry into the workforce. A key finding is the lack of empirical evidence for actual generational gaps, with perceived gaps contributing to workplace tensions, misunderstandings, and dissatisfaction. The authors stress the importance of effective leadership in reducing this conflict, highlighting two crucial skills: "over-communication" and "difference deployment." In addition, they recommend mentorship programs (cross-generational, traditional, and
6reverse programs) to enhance employee satisfaction. There is also a strong emphasis on how leaders should avoid adjusting their style based on generational stereotypes and instead focus on treating individuals as unique. Ultimately, this literature review provides relevant information to our paper on how effective strategic leadership can foster employee satisfaction and decrease conflict across different age groups. Susanto, N. P. C., Syailendra, N. S., & Suryawan, N. R. F. (2023). Determination of Motivation and performance: analysis of job satisfaction, employee engagement and leadership. International Journal of Business and Applied Economics, 2(2), 59–68. https://doi.org/10.55927/ijbae.v2i2.2135Annotated Part. STEVEN: This article was authored by three scholars, Primadi Susanto, Siera Syailendra, and Ryan Suryawan as a literature review for the International Journal of Business and Applied Economics. The study sets out to “review and synthesize information about employee performance, motivation, job satisfaction, employee engagement and leadership and to review the relationship between variables” (59). The methodology used in this review is review of the literature, research journals, and media information used in the literature review to gather information on the effect on employee performance. The data analysis techniques used qualitative analysis methods and primarily inductive thinking patterns. The research focuses on certain organizational factors — the quality of human resources, leadership style, and quality of work, working quantity, and working time. The authors stress human resources as the most important role in achieving
7company and employee goals for any business. Research conducted shows that employee productivity is directly linked to employee performance and can be increased by introducing annual employee KPIs and company surveys. As a whole, this paper summarizes that employee performance is essential to company success and is influenced by a multitude of qualitative and quantitative factors, all of which can be improved through company supervision and interpersonal review.