Individual identity, self-expression, autonomy, and pragmatism are some of the defining values of Gen Z. It is time to evaluate managerial and leadership styles to suit their approach to work
Gen Z are the future of the workforce and are a global majority.
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An arbitrary search of ‘desired leadership behaviours’ would drum up advice on ‘walking the talk’ or ‘practice what you preach.’ An actual conversation with most leaders might suggest otherwise. This can be chalked to arrogance or ignorance, and it is difficult to say which is more troublesome. Leaders know they can influence their followers; it is one of the main tenets of leadership. But, most leaders, the not-so-seasoned ones, feel that their subordinates see their success in retaining customers, driving the company’s operations, or building the company over time. Yes, employees do see that. But employees also notice how these leaders talk to others, value human relations, manage conflicts, and present themselves to the ones they are supposed to influence.
[This article has been reproduced with permission from SP Jain Institute of Management & Research, Mumbai. Views expressed by authors are personal.]