Do leadership behaviour preferences differ among generations? A qualitative study of Gen X, Y, and Z in India

Ruchika Yadav () and Sushama Chaudhari
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Ruchika Yadav: National Insurance Academy
Sushama Chaudhari: National Insurance Academy

Asian Business & Management, 2024, vol. 23, issue 2, No 9, 337-365

Abstract: Abstract The workplaces of the 21st Century are multi-generational, wherein employees of different generational groups—from experienced Baby Boomers to the new-bees Gen Z—work alongside. Entry of the youngest generation—Gen Z—into the workforce has challenged the dynamics of leading teams at workplaces. Literature has established consensus that employees of each generational group have unique expectations and preferences for leadership behaviour. However, it has not been addressed adequately, especially in the Indian context. Since work performance is impacted significantly by how a leader leads his/her team, we contribute to the existing body of knowledge by building upon the behavioural theory of leadership. We adopted qualitative research methodology to explore the leadership behaviour preferences of Indian Gen X, Gen Y, and Gen Z employees in a multi-generational work environment. Our findings provide ample evidence of both differences and similarities in the leadership behaviour preferences of the Indian Gen X, Gen Y and Gen Z employees.

Keywords: Leadership preferences; Leadership behaviour; Generations at work; Gen X; Gen Y; Gen Z; Qualitative study; India (search for similar items in EconPapers)
Date: 2024
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DOI: 10.1057/s41291-024-00266-5

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