GENERATIONSANPASSAT LEDARSKAP - En studie om olika generationers behov ochförväntningar på ledarskap i en privat organisation

Sammanfattning: The aim of this study was to increase knowledge on whether there is a difference in needs and expectations regarding leadership and different leadership theories between younger and older generations in the workplace. Active on today’s labor market are three large groups from different generations - Baby Boomers (born 1943-1960), Generation X (born 1961-1981) and Generation Y/Millennials (born 1982-2002). Previous studies show that each generation has its own qualities and characteristics. Employees from Generation Y are the ones taking over the labor market as the older generations are on the verge of retirement. This poses a challenge when it comes to managing, attracting and retaining younger talents, which is why we found the topic to be of interest from an HR point of view. Three established leadership theories were chosen to compare the views on leadership between the different generations. The chosen theories were Transformative Leadership, Leader Member Exchange and Servant Leadership. This study was based on a mixed method design between 15 semi-structured interviews and a quantitative survey with 204 respondents. The qualitative data was processed through a thematic analysis where the three chosen leadership theories formed the predetermined head themes. The questions used in the quantitative survey were also constructed from the Transformative Leadership theory, LMX and Servant Leadership. The quantitative data was tested using independent t-tests. The study did not show any significant differences between the generations’ needs and expectations on a leader in regards to the three chosen leadership theories. However, the qualitative interviews showed several distinctive characteristics and expectations in terms of leadership. The younger generation displayed a greater wish and demand for present, supporting leaders who offered frequent intercommunication and provided guidance. Individual consideration was very important to the younger employees. The older employees valued other things from their managers, such as trust, freedom at work, respect for their competence and the ability to affect their own work tasks. In conclusion, even though the study didn’t show any significant differences in regards to Transformative Leadership, LMX and Servant Leadership, the result still shows that the younger generations’ demand for individual consideration will create challenges for both managers and HR in the future.