Building leaders for the next decade - HOW TO SUPPORT THE WORKPLACE GOALS OF GEN X, GEN Y AND GEN Z - insead
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BUILDING LEADERS FOR THE NEXT DECADE 1
GENERATIONS
SERIES
Building leaders for the next decade
HOW TO SUPPORT THE WORKPLACE GOALS OF GEN X, GEN Y AND GEN Z
BUILDING LEADERS FOR THE NEXT DECADE 2
In this capstone report of the Generations series, we explore HOME
what Gen X, Gen Y and Gen Z think about leadership. What
AGE RANGE
attracts them to leadership roles? What gives them pause? DEFINITIONS
Do these ideas vary by country? And how do women think FOREWORD
differently about leadership than men?
INTRODUCTION
THE FINDINGS WILL SHAPE HOW COMPANIES ATTITUDES
ATTRACT TOP TALENT, BUILD LEADERS AND MAJOR INSIGHTS
COMPETE IN THE KNOWLEDGE ECONOMY. • Desire to lead
• Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
RECOMMENDATIONS
LEARN MORE
METHODOLOGY
BUILDING LEADERS FOR THE NEXT DECADE 3
HOME
AGE RANGE
DEFINITIONS
GEN Z GEN Y STUDENT GEN Y PROFESSIONAL GEN X
FOREWORD
INTRODUCTION
ATTITUDES
MAJOR INSIGHTS
• Desire to lead
• Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
RECOMMENDATIONS
High school students University students Professionals who have obtained Professionals who have obtained
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born 1997–2002 born 1984–1996 an academic degree an academic degree
born 1984–1996 born 1965–1983
METHODOLOGY
If you would like to learn more about talent attitudes within your market, please contact us.
BUILDING LEADERS FOR THE NEXT DECADE 4
GENERATIONS: As each generation readies itself to
play a dominant role in the global
Universum, the INSEAD Emerging
Markets Institute and the HEAD
GEN X: HOME
RESHAPING economy, much is written and Foundation asked this question
Sandwiched between
AGE RANGE
the baby boomers and
THE WORLD conjectured about the changes in a worldwide survey in 2014 in
the millennials, this generation has
DEFINITIONS
it will bring to the workplace and the specific context of Millennials. FOREWORD
had two decades in the workplace.
the global market. Certainly the Commonly held perceptions were
Quietly, they have taken up INTRODUCTION
last three, Gen X, Y and Z, to use busted and new trends were
positions of power in multinational
their more popular labels, have revealed. With this second iteration
C- suites as well as in the ranks ATTITUDES
each been studied and analyzed of our collaboration, we broaden
of successful entrepreneurs. They
to an unprecedented extent by the scope of analysis to the three MAJOR INSIGHTS
experienced childhoods without • Desire to lead
academics, businesspeople and different generations. Through
computers and witnessed the • Stress
policymakers. Are the differences the systematic measurement and
shift from analog to digital • Work-life balance
they demonstrate just the expected analysis of a significant number • Gen Z fears
technology in their adulthoods.
generational changes or is there of respondents from across the • The positives
At work, they are taking over the • Promoting women
something special about each, in globe, from the most developed
mantle from the baby boomers and • Preferred styles
terms of the changes they bring to to the emerging economies, and
mentoring Gen Y. At home, they are
the workplace, to how technology with particular focus on workplace, RECOMMENDATIONS
caring for their boomer parents
can be optimized and to how leaders technology and leadership, this
and also their millennial kids who LEARN MORE
can be most effective? survey seeks to take a new look
refuse to leave home.
at how the three most recent METHODOLOGY
generations have and are impacting
the workplace.
BUILDING LEADERS FOR THE NEXT DECADE 5
and encouraged to lead, for to understand whether the new
HOME
GEN Y: GEN Z: optimal results. entrants to the workplace even
One of the Poised to enter the aspire to lead. If they don’t, AGE RANGE
most visible workplace soon, Building Leaders for what concerns do these reluctant DEFINITIONS
generations in history, Gen Y has this generation was born into a the Next Decade leaders have and how can these be FOREWORD
forced a new look at everything tumultuous world, demonstrated assuaged? Is there a gap between
from Maslow’s need hierarchy to to them in all its VUCA (Volatility, In the brave new workplace, the how one generation wants to lead INTRODUCTION
how companies do business and the Uncertainty, Complexity and onus is on employers to create jobs and how another generation wants
ATTITUDES
future of the workplace. Growing Ambiguity) glory through a wide and environments that can compete to be led? How does this gap vary
up with unprecedented access to variety of screens. They fear for not just with other employers but across genders and geographies? MAJOR INSIGHTS
technology, they have changed the future of the planet, value their with the entrepreneurial mindset And how can this gap be bridged • Desire to lead
everything from whether cars are education, worry about their future of the employees themselves. to allow for seamless integration
• Stress
• Work-life balance
best bought or shared, to how long careers and want to make the world At the same time, they have to and effective leadership in the • Gen Z fears
it’s okay to live with parents and a better place. They are completely attract, develop and sustain a new multigenerational workplace? Is • The positives
what kind of behavior is acceptable digitally native in the sense of being generation of leaders, capable distributed leadership the answer?
• Promoting women
• Preferred styles
from employees and leaders. quite helpless in a non-digital world. of directing the course of their These are some of the questions
businesses while inspiring trust, that this capstone report of our RECOMMENDATIONS
The workplace today is an passion and the ambition to lead Generations series seeks to answer.
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intriguing blend of multigenerational in their subordinates. Even as Gen
values, approaches to technology, Y and Gen Z have changed the METHODOLOGY
HENRIK BRESMAN
leadership styles and workplace dynamics of the workplace, have
Associate Professor of Organisational
preferences. Through this they also changed the traditional Behaviour; Academic Director,
global study spanning the three patterns of organizational leadership INSEAD Global Leadership Centre;
generations, we seek to understand behavior forever? Senior Advisor, The HEAD Foundation
how each group can best be As companies strive to build their VINIKA D. RAO
motivated, managed, led leadership pipelines, it’s crucial Executive Director,
INSEAD Emerging Markets Institute
BUILDING LEADERS FOR THE NEXT DECADE 6
INTRODUCTION Richard Saul Wurman is an
architect, designer and prolific
employers must design a workplace
and culture that will promote
HOME
writer. His most recognized work, interesting work.” AGE RANGE
DEFINITIONS
however, is the TED conference –
an idea he came up with and In a world in which companies FOREWORD
executed first in 1984, and more must truly provide an inspirational
successfully in the early ’90s.1 vision for the future – both to INTRODUCTION
Through his varied experiences, attract top talent and to steer a ATTITUDES
Wurman has become a prominent course for the companies they
thought leader on the nature of lead – the idea of leadership MAJOR INSIGHTS
• Desire to lead
independent work – or what he development is absolutely critical.
• Stress
calls “indie work.” He wrote recently: How do companies develop and • Work-life balance
“For the first time in human history, sustain a new generation of • Gen Z fears
individuals can design a life around leadership? Does the roadmap look • The positives
• Promoting women
the pursuit of interesting work.”2 different for women? For particular • Preferred styles
regions? How can companies and the workplace. The insights in
This idea has tremendous develop strategies that take this series are based on an annual RECOMMENDATIONS
implications for employers. leadership diversity into account? survey of over 18,000 students
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Employers are not just competing and professionals worldwide –
against other companies to lure This eBook is a continuation of from Gen Xers who’ve been in the METHODOLOGY
top talent; they are competing to a series called Generations – a workplace for two decades to Gen Z
win loyalty from those who might collaboration among Universum, students. The research sheds light
otherwise work for themselves as INSEAD Emerging Markets Institute, on preferred work styles, leadership
freelancers or independents. The HEAD Foundation and MIT qualities, hopes and fears about
Leadership Center. It is a one-of-a- future careers, and the technologies
1 https://www.ted.com/about/our-organization/history-of-ted To revise Wurman’s quote: “For kind research study of what global with the highest potential for
2 From “Solo City” report. A research project from the Knight
Foundation and The Solo Project. the first time in human history, generations think about employers workplace innovation.
BUILDING LEADERS FOR THE NEXT DECADE 7
HOME
AGE RANGE
DEFINITIONS
FOREWORD
INTRODUCTION
ATTITUDES
MAJOR INSIGHTS
• Desire to lead
• Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
RECOMMENDATIONS
Attitudes
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METHODOLOGY
BUILDING LEADERS FOR THE NEXT DECADE 8
How does each generation think Before we dive into the details
HOME
of every generation’s interest in
about itself? And what does each
leadership, let’s review how each AGE RANGE
think of older and younger peers? thinks of itself and one another. DEFINITIONS
We wanted to understand: do FOREWORD
generational stereotypes persist?
Are there common themes that can INTRODUCTION
be instructive to employers? What
ATTITUDES
we found was surprising and, in
some instances, even amusing. MAJOR INSIGHTS
• Desire to lead
• Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
RECOMMENDATIONS
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METHODOLOGY
BUILDING LEADERS FOR THE NEXT DECADE 9
Gen Z Older generations are most likely to label Generation Z as “lazy” – and to
our surprise, Generation Z labels itself that way as well. Generation Z was
harder on itself than members of other generations, but given that very few
HOME
AGE RANGE
DEFINITIONS
from Gen Z have arrived in the workplace (the group is currently between
15 to 20 years old), it’s much too early to say the stereotype will stick. FOREWORD
INTRODUCTION
What Gen Z say about themselves Gen X on Gen Z Gen Y on Gen Z ATTITUDES
What Gen Z says Generation X on Generation Y on
MAJOR INSIGHTS
about themselves: Generation Z: Generation Z: • Desire to lead
• Stress
dedicated confused ignorant enthusiasm unmotivated fresh
ambitious undecided innovative • Work-life balance
slacking children distracted none smart passionate
creative
enthusiasm unmotivated passionate spoiled indifferent
negative creative eager non-existent studying unfocused inexperienced good • Gen Z fears
curious positive immature irresponsible confused
active
serious creative ambitious fun • The positives
young naive relaxed
hardworking
motivated
disinterested fresh
determined excited naive • Promoting women
tired relaxed careless
entitled students inexperienced • Preferred styles
lazy lazy
focused motivated
smart
money
lazy
energetic careless learning
clueless
competitive
unaware
energetic hope RECOMMENDATIONS
kids idealistic
listless entitled curious carefree
hardworking money ambitious
unknown learning fun easy playful LEARN MORE
eager irresponsible
future
future
carefree money excited impatient disinterested
uncertain immature
good relaxed curious flexible casual students childish unaware
irresponsible indifferent ignorance
uninterested
eager undecided
study playful school energetic hopeful
excited idealistic indifferent METHODOLOGY
careless carefree good
okay confused uncertain
hard-working
enthusiastic uncertain optimistic unrealistic immature
fun hard working
enthusiastic unknown
bad casual
future childish enthusiastic
hopeful
stressed loose interested
lost easy
bored strive hard
hopeful
happy
BUILDING LEADERS FOR THE NEXT DECADE 10
Gen Y Generation Y also chooses “lazy” as a top descriptor of itself, though
“motivated” and “ambitious” are mentioned in equal parts. Stereotypes about
millennials have persisted for years – though more recently there appear
HOME
AGE RANGE
DEFINITIONS
to be more serious efforts to throw off the yolk of popular stereotypes. In a
sign that millennials may soon shed the “lazy” label, the younger generation FOREWORD
characterizes millennials are hardworking and motivated.
INTRODUCTION
ATTITUDES
What Gen Y say about themselves Gen Z on Gen Y
Gen X on Gen Y
MAJOR INSIGHTS
What Gen Y says Generation Z on Generation X on • Desire to lead
about themselves: Generation Y: Generation Y: • Stress
• Work-life balance
optimistic active
ambition dynamic boring flexible balance • Gen Z fears
diligent driven excited delusion confused boring innovative
lost desperate great uncertain
varied willing committed ambition irresponsible • The positives
excited
slow curious hard workers
driven dedicated
uncertain
• Promoting women
unsure
positive tired fun casual
search
hard-working hopeful
creative competitive hopeful
hope
lazy entitled creative • Preferred styles
searching
experienced hard working fun
energetic
motivated enthusiastic
focused good serious energetic enthusiastic learning
good RECOMMENDATIONS
confused
hardworking lazy
passionate
naive
lazy
interesting
hardworking ambitious dedicated smart
money innovative
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inexperienced idealistic
stressed
determined
eager
passionate
motivated
passionate ambitious fun
positive diligent enthusiasm
motivated ambitious money
METHODOLOGY
stressed happy determined money creative
curious good
driven dedicated efficient
hardworking eager dynamic
different better enthusiasm
hard learning professional enthusiastic bored responsible
innovative serious interested careless carefree excited easy lost
careless busy
hopeful energetic routine involved
entitled focused enthusiasm
curious persistent
determined impatient selfish serious
relaxed
relaxed efficient insecure
hard-working flexible demanding immature
relaxed
active interested optimistic
hope
struggling
normal passionBUILDING LEADERS FOR THE NEXT DECADE 11
Gen X Generation X is most complimentary of itself, using terms like “ambitious,”
“hardworking” and “driven.” Younger generations, however, mix in labels
that are symptoms of all that ambition and hard work. Gen Y and Gen Z use
HOME
AGE RANGE
DEFINITIONS
labels like “tired” and “bored” to describe Gen Xers. (Interestingly, Gen Z may
be describing their parents when they describe Gen X, which accounts for FOREWORD
what might be considered an insider’s view of the problems facing Gen X.)
INTRODUCTION
ATTITUDES
What Gen X say about themselves Gen Y on Gen X Gen Z on Gen X
MAJOR INSIGHTS
What Gen X says Generation Y on Generation Z on • Desire to lead
about themselves: Generation X: Generation X: • Stress
• Work-life balance
enthusiastic
flexible
hard working
calm
successful
monotone • Gen Z fears
responsibility
disillusioned commitment calm responsible slow
diligent busy hard-working
steady settled effective
• The positives
different confused experienced boring habit
hard working
efficient comfortable fatigue relaxed weary diligent
efficient varied lazy money
confident normal • Promoting women
busy active
stable happy
money
driven stressed determined dedicated
complacent
passionate good • Preferred styles
creative driven money
comfortable stable
focused serious
dedicated serious tired relaxed hardworking stressed RECOMMENDATIONS
routine
tired wise
content
motivated
good
competitive
hard working ambitious good
experienced smart
mature
dedicated
experienced determined LEARN MORE
responsible responsibility
professional
committed hardworking focused mature
mixed
reliable professional routine
boring tired lazy METHODOLOGY
frustrated bored ambitious
desperate professional diligent hardworking
career focused
loyal passionate stability lazy loyal bored serious
career hard engaged hard-working
bored balanced passionate motivated resigned fatigue busy
committed hard working
determined positive motivated efficient hard
hard working happy expert hard okay
exhausted
positive
lost struggling
satisfied
responsible great satisfied stressful
passion settled successful
habit wise
stressed committed steady
involved
settled ambitious workersBUILDING LEADERS FOR THE NEXT DECADE 12
HOME
AGE RANGE
DEFINITIONS
FOREWORD
INTRODUCTION
ATTITUDES
MAJOR INSIGHTS
• Desire to lead
• Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
RECOMMENDATIONS
Major insights
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METHODOLOGYBUILDING LEADERS FOR THE NEXT DECADE 13
01 The importance of reaching a
leadership position – based on
the global average – is high within
organization, and not always the
most obvious ones. For example,
HOME
a company with a presence in the AGE RANGE
DEFINITIONS
each generation. Over 60 percent of Nordic countries might use the
Gen Z and Gen Y cite it as important. data to understand its own FOREWORD
Not all are enthusiastic Gen X is slightly less enthusiastic – executive workforce better, and
INTRODUCTION
about leadership roles. 57 percent say it matters. Yet if we investigate leadership development
examine the findings by country, options for its high-potential
The desire to lead varies ATTITUDES
enthusiasm about leadership candidate. Yet in Mexico, the
greatly by age and region. positions varies tremendously. opposite is true: how can you keep MAJOR INSIGHTS
• Desire to lead
In the Nordic countries, for example, workers motivated who may be • Stress
respondents are much less likely interested in leadership, but who • Work-life balance
to think leadership is important, won’t attain it? (For example, • Gen Z fears
• The positives
while respondents from Mexico 76 percent of Gen Y professionals • Promoting women
were overwhelmingly enthusiastic from Mexico say attaining a • Preferred styles
about it. leadership role is important.
RECOMMENDATIONS
Realistically, some portion of those
These findings are important for who indicated it is important will not LEARN MORE
companies to understand because achieve it as there are not enough
they may point to significant talent traditional leadership roles to make METHODOLOGY
development hurdles within the that attainable.) FIGURE 1 / FIGURE 2BUILDING LEADERS FOR THE NEXT DECADE 14
FIGURE 1
HOME
HOW IMPORTANT IS IT THAT YOU BECOME
A LEADER DURING YOUR CAREER? AGE RANGE
DEFINITIONS
RETURN FOREWORD
INTRODUCTION
ATTITUDES
MAJOR INSIGHTS
• Desire to lead
“Very important” and “important” • Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
GEN Z GEN Y GEN Y GEN X RECOMMENDATIONS
STUDENT STUDENT PROFESSIONAL PROFESSIONAL
63% 65% 64% 57% LEARN MORE
METHODOLOGYBUILDING LEADERS FOR THE NEXT DECADE 15
FIGURE 2 LESS LIKELY TO DESIRE LEADERSHIP ROLES COMPARED TO AVERAGE
HOME
COUNTRY HOTSPOTS
AGE RANGE
LESS LIKELY TO DESIRE LEADERSHIP Denmark 49% DEFINITIONS
ROLES COMPARED TO AVERAGE VS
MORE LIKELY TO DESIRE LEADERSHIP FOREWORD
Italy 44%
ROLES COMPARED TO AVERAGE
United States 77% Japan 51%
The percent who say becoming a leader INTRODUCTION
is “important” or “very important.”
UAE 76% ATTITUDES
India 77%
RETURN MAJOR INSIGHTS
• Desire to lead
• Stress
• Work-life balance
MORE LIKELY TO DESIRE LEADERSHIP ROLES COMPARED TO AVERAGE • Gen Z fears
• The positives
• Promoting women
• Preferred styles
RECOMMENDATIONS
LEARN MORE
METHODOLOGY
GEN Z GEN Y GEN X
STUDENT PROFESSIONAL PROFESSIONALBUILDING LEADERS FOR THE NEXT DECADE 16
02 In every generation we surveyed, the
quality that makes leadership roles
most unattractive is high levels of
In some countries, the levels of
stress – whether real or perceived
“– is particularly high. In the
(the country with the highest
response rate for that attribute
among Gen Y). And in Italy, Gen X
HOME
AGE RANGE
DEFINITIONS
stress. Gen Z is most likely to worry United States, 74 percent of Gen Y regards high levels of stress as a top
about it (58 percent cite it) but even professionals cite stress as a barrier; 71 percent of Italians in that FOREWORD
Stress – be it the perception the older, wiser Gen X isn’t immune negative associated with leadership generation cite it. FIGURE 3 / FIGURE 4
(52 percent of Gen X respondents INTRODUCTION
of stress or experience with
say stress makes leadership roles
it – prevents many from unattractive).
ATTITUDES
seeking out leadership roles. MAJOR INSIGHTS
• Desire to lead
• Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
RECOMMENDATIONS
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METHODOLOGYBUILDING LEADERS FOR THE NEXT DECADE 17
FIGURE 3
HOME
WHAT ARE THE MAIN REASONS YOU CONSIDER
A LEADERSHIP ROLE UNATTRACTIVE? AGE RANGE
DEFINITIONS
RETURN FOREWORD
INTRODUCTION
ATTITUDES
MAJOR INSIGHTS
• Desire to lead
“High levels of stress” • Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
GEN Z GEN Y GEN Y GEN X RECOMMENDATIONS
STUDENT STUDENT PROFESSIONAL PROFESSIONAL
58% 51% 54% 52% LEARN MORE
METHODOLOGYBUILDING LEADERS FOR THE NEXT DECADE 18
FIGURE 4
HOME
COUNTRY HOTSPOTS
Sweden 69% AGE RANGE
WHERE IS STRESS ABOUT DEFINITIONS
LEADERSHIP HIGHEST?
By Generation United States 67% / 74% / 68% Italy 71%
FOREWORD
INTRODUCTION
RETURN
ATTITUDES
Mexico 83%
MAJOR INSIGHTS
• Desire to lead
• Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
RECOMMENDATIONS
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GEN Z GEN Y GEN X
STUDENT PROFESSIONAL PROFESSIONALBUILDING LEADERS FOR THE NEXT DECADE 19
03 On average, more than one-
third of working professionals
say challenges associated with
HOME
AGE RANGE
DEFINITIONS
work-life balance make leadership
unattractive. As with other factors, FOREWORD
Work-life balance is a the degree of challenge varies by
country/region. In Switzerland and INTRODUCTION
significant barrier to
Russia, more than half of Gen X
leadership for Gen Y and respondents say it’s an issue, while
ATTITUDES
Gen X professionals. fewer than one in four cite it in Italy, MAJOR INSIGHTS
France and Norway. • Desire to lead
• Stress
FIGURE 5 / FIGURE 6
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
RECOMMENDATIONS
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FIGURE 5
HOME
WHAT ARE THE MAIN REASONS YOU CONSIDER
A LEADERSHIP ROLE UNATTRACTIVE? AGE RANGE
DEFINITIONS
RETURN
FOREWORD
INTRODUCTION
ATTITUDES
MAJOR INSIGHTS
“I wouldn’t be able to have • Desire to lead
work-life balance.”
• Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
GEN Z GEN Y GEN Y GEN X RECOMMENDATIONS
STUDENT STUDENT PROFESSIONAL PROFESSIONAL
19% 28% 36% 35% LEARN MORE
METHODOLOGYBUILDING LEADERS FOR THE NEXT DECADE 21
FIGURE 6
HOME
COUNTRY HOTSPOTS Sweden 48% Russia 48% / 51%
AGE RANGE
WHERE LEADERSHIP IMPINGES United Kingdom 46% DEFINITIONS
ON WORK-LIFE BALANCE Germany 47% / 47%
Switzerland 54%
Countries in which professionals are FOREWORD
more likely to say leadership roles are United States 52% / 46%
Japan 54%
INTRODUCTION
unattractive because they get in the
way of work-life balance.
ATTITUDES
RETURN MAJOR INSIGHTS
• Desire to lead
• Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
RECOMMENDATIONS
LEARN MORE
METHODOLOGY
GEN Y GEN X
PROFESSIONAL PROFESSIONALBUILDING LEADERS FOR THE NEXT DECADE 22
04 While stress is most often cited as
the unattractive side of leadership,
Gen Z also cites the fear of failing in
HOME
AGE RANGE
DEFINITIONS
a leadership role (34 percent) and
their lack the confidence required FOREWORD
Gen Z students – who to lead (33 percent). Both findings
are understandable given Gen Z’s INTRODUCTION
haven’t yet been tested in the
relative inexperience. (The data
workplace – say leadership shows that these fears diminish
ATTITUDES
roles are unattractive because as workers get older; both the fear MAJOR INSIGHTS
they may expose their of failing and lack of confidence • Desire to lead
• Stress
own weaknesses. continue decreasing in each older • Work-life balance
generation.) FIGURE 7 • Gen Z fears
• The positives
• Promoting women
• Preferred styles
RECOMMENDATIONS
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METHODOLOGYBUILDING LEADERS FOR THE NEXT DECADE 23
FIGURE 7
HOME
COUNTRY HOTSPOTS
AGE RANGE
GEN Z EXPLAINS THEIR FEARS DEFINITIONS
ABOUT LEADERSHIP
While “stress” is the most common FOREWORD
response when asked what makes
INTRODUCTION
leadership unattractive, Gen Z
worries about a number of other “I wouldn’t have ATTITUDES
issues, depending on country. confidence to lead.”
“I wouldn’t want to fail.”
United Kingdom 45% MAJOR INSIGHTS
Canada 52% • Desire to lead
RETURN
• Stress
• Work-life balance
• Gen Z fears
“I wouldn’t have the • The positives
necessary skills.” • Promoting women
• Preferred styles
Mexico 50%
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GEN ZBUILDING LEADERS FOR THE NEXT DECADE 24
05 While respondents tended to
agree about the most unattractive
qualities of leadership roles, there
coach/mentor as an attractive
aspect of leadership.)
“challenging work” as a benefit
of leadership roles – a notably
different finding from the rest.
HOME
AGE RANGE
DEFINITIONS
was less agreement about what Gen Y professionals were much
makes leadership attractive. more likely to view “challenging Also surprising: Gen Y professionals FOREWORD
The positives of leadership? Gen Z favors the higher level of work” as a benefit of leadership were most likely to cite “high future
responsibility, while Gen X sees the when compared to Gen Z and Gen earnings” as a plus, even though INTRODUCTION
Here we see a greater diversity
opportunity to coach and mentor X (an interesting finding given that popular stereotypes say Millennial
of responses – both within others as a plus. (In Germany and Gen X is likely to view them as care more about values and culture
ATTITUDES
each generation and across the US, roughly half of Gen Xers “lazy”). In the UK, 43 percent of than financial remuneration. MAJOR INSIGHTS
all generations. say they view the ability to Gen Y professionals noted FIGURE 8 • Desire to lead
• Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
RECOMMENDATIONS
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METHODOLOGYBUILDING LEADERS FOR THE NEXT DECADE 25
FIGURE 8
HOME
WHY ARE LEADERSHIP
ROLES ATTRACTIVE? AGE RANGE
DEFINITIONS
A comparison of generations GEN Z GEN Y GEN Y GEN X
based on global averages. STUDENT PROFESSIONAL
FOREWORD
RETURN
INTRODUCTION
Opportunities to coach 30% 36% 38% 44%
and mentor others ATTITUDES
MAJOR INSIGHTS
High future earnings 28% 23% 32% 25%
• Desire to lead
• Stress
• Work-life balance
Challenging work 25% 32% 30% 24% • Gen Z fears
• The positives
• Promoting women
Opportunities to influence
17% 22% 25% 27% • Preferred styles
the company/organization
RECOMMENDATIONS
Working with strategic challenges 15% 24% 25% 24%
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High level of responsibility METHODOLOGY
35% 32% 23% 21%
More freedom 30% 28% 23% 24%
Power to make decisions 25% 23% 18% 21%BUILDING LEADERS FOR THE NEXT DECADE 26
06 Our research shows women
are more likely to be put off by
stress, more likely to feel they lack
words, there isn’t a single event that
signals that the path to the top is
too difficult, but rather a collection
HOME
AGE RANGE
DEFINITIONS
the confidence to lead and more of smaller slights, omissions, etc.
likely to fear failing than their that lead to that outcome. FOREWORD
The way women think male colleagues.
Regarding the attractive aspects INTRODUCTION
about leadership varies
Why the lack of confidence? of leadership, women are more
significantly from men – and likely to enjoy the challenging work
ATTITUDES
the implications are serious A 2016 research study on women involved (this is particularly true of MAJOR INSIGHTS
for employers who want to in the workforce by McKinsey & Gen X women), as well as coaching • Desire to lead
• Stress
promote them. Co. and LeanIn.org offers some and mentoring others (Gen X and • Work-life balance
answers.3 The authors say subtle Gen Y women professionals). Men • Gen Z fears
biases over time add up to greater in all generations are much more • The positives
• Promoting women
career “friction.” For example, likely than women to say that
• Preferred styles
women feel they have less access leadership is attractive due to high
to senior leadership and that they future earnings and a high level of RECOMMENDATIONS
are consulted less at work. In other responsibility. FIGURE 9 / FIGURE 10
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METHODOLOGY
3
https://womenintheworkplace.com/BUILDING LEADERS FOR THE NEXT DECADE 27
10
FIGURE 9
HOME
LEADERSHIP ROLE 8
ATTRACTIVENESS AGE RANGE
DEFINITIONS
6
RETURN
FOREWORD
4
INTRODUCTION
2
ATTITUDES
0
MAJOR INSIGHTS
-2 • Desire to lead
• Stress
• Work-life balance
-4
• Gen Z fears
• The positives
-6
• Promoting women
• Preferred styles
-8
RECOMMENDATIONS
-10
Challenging work High future earnings High level of Opportunities to Working with LEARN MORE
responsibility coach and mentor strategic challenges
others METHODOLOGY
GEN Z GEN Y GEN Y GEN X
STUDENT PROFESSIONALBUILDING LEADERS FOR THE NEXT DECADE 28
20
FIGURE 10
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LEADERSHIP ROLE
UNATTRACTIVENESS 15 AGE RANGE
DEFINITIONS
RETURN FOREWORD
10
INTRODUCTION
5
ATTITUDES
MAJOR INSIGHTS
0
• Desire to lead
• Stress
• Work-life balance
-5 • Gen Z fears
• The positives
• Promoting women
-10 • Preferred styles
RECOMMENDATIONS
-15
High level I wouldn't be I wouldn't be able I wouldn't be able I wouldn't have I wouldn't LEARN MORE
of stress able to focus on to focus on my to have work-life the confidence want to fail
my own technical own development balance to lead METHODOLOGY
or functional
expertise
GEN Z GEN Y GEN Y GEN X
STUDENT PROFESSIONALBUILDING LEADERS FOR THE NEXT DECADE 29
07 Open communication and feedback
are most often cited as qualities Gen
X and Gen Y prefer in leaders. For
leads, and what Gen Z expects from
a leader. For example: 35 percent of
Gen Z say they expect “motivating
time may threaten the success
of relationships between leaders
and their employees. The research
HOME
AGE RANGE
DEFINITIONS
Gen Z, a positive attitude is most behavior,” while just 25 percent of findings not only show the gap
important. Gen X say they offer this. Similarly, in expectations between Gen X FOREWORD
There is a high degree of 23 percent of Gen X leaders say managers and Gen Z employees, it
These differences – while not they offer “strong personal ethics,” also highlights a future flashpoint as INTRODUCTION
alignment between Gen X
large – do have implications for even though just 12 percent of Gen Gen Z becomes a greater share of
and Gen Y about preferred the ways in which generations lead Z expect this. These gaps, though the workforce, and Gen X is often in
ATTITUDES
leadership styles. Gen Z, and prefer to be led. The difference they may appear small on the a position to manage them. MAJOR INSIGHTS
however, has a different mind. is most pronounced in how Gen X surface, create fissures that over FIGURE 11 • Desire to lead
• Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
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METHODOLOGYBUILDING LEADERS FOR THE NEXT DECADE 30
FIGURE 11 HOME
WHICH LEADERSHIP STYLE DO
THE GENERATIONS HAVE? AGE RANGE
DEFINITIONS
GEN Z GEN Y GEN Y GEN X
STUDENT STUDENT PROFESSIONAL PROFESSIONAL
RETURN FOREWORD
INTRODUCTION
Open communication/ 33% 42% 43% 42%
feedback ATTITUDES
MAJOR INSIGHTS
• Desire to lead
Positive attitude 42% 35% 36% 33% • Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
Clear targets 37% 38% 34% 31%
• Preferred styles
RECOMMENDATIONS
Motivating behavior 30% 28% 28% 25% LEARN MORE
METHODOLOGY
Development and
20% 25% 29% 31%
encouragement of people
Leading by example 17% 21% 24% 27%BUILDING LEADERS FOR THE NEXT DECADE 31
HOME
AGE RANGE
DEFINITIONS
FOREWORD
INTRODUCTION
ATTITUDES
MAJOR INSIGHTS
• Desire to lead
• Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
• Preferred styles
RECOMMENDATIONS
Recommendations
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METHODOLOGYBUILDING LEADERS FOR THE NEXT DECADE 32
Expand your definition Distributed networks can help helping employees achieve results in
HOME
of leadership. employees feel more engaged a lower-risk environment.6
and give leadership opportunities AGE RANGE
DEFINITIONS
Consider the notion of “distributed to a wider group.4 Collaboration Food and agricultural giant Cargill
leadership” (DL), an idea born in is built into the very fabric of a DL gives managers “safe to fail” FOREWORD
education and first adapted for organization, making teams more challenges, helping them exercise
business by researchers at MIT. responsive and effective. Google’s their strategic thinking and risk- INTRODUCTION
founders famously penned a letter taking in a safe environment. ATTITUDES
An organization that values to new investors when it went The program gives executives a
distributed leadership believes public, saying it would not bow to chance to try out new ideas that MAJOR INSIGHTS
leadership isn’t a rank or a particular • Desire to lead
traditional organizational structures have the potential to influence the
• Stress
role, but is based on completing as a public company, but preserve organization, without the high- • Work-life balance
tasks that influence the organization its DL roots. “Google is not a stakes stress of real-life problem- • Gen Z fears
(or its people) in a meaningful way. conventional company,” they wrote. solving. • The positives
• Promoting women
The theory teaches that someone “We do not intend to become one.”5 • Preferred styles
who is a leader today may become Focus on the “work” side
a follower tomorrow, and vice versa. Promote a culture of of work-life balance. RECOMMENDATIONS
The DL model helps organizations experimentation.
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leverage leadership capabilities Work-life balance is not an issue
throughout the organization, and Stress, whether real or perceived, only for women. Research shows METHODOLOGY
innovate and grow in a dynamic is a massive barrier to attracting men are seeking less stressful jobs
marketplace. The concept of qualified talent to consider and more balance for their families.
distributed leadership is used leadership roles. Organizations One-third say they would take a pay
https://hbr.org/2010/04/its-not-all-about-me- extensively in well-known tech have found success by flipping the cut to achieve better balance.7
4
its-all-a.html
5
https://hbr.org/2010/05/how-i-did-it-googles- companies like Google, but isn’t a leadership development model and
ceo-on-the-enduring-lessons-of-a-quirky-ipo
6
https://hbr.org/2016/04/leadership- popular concept outside of high- “starting at the end,” or focusing on
development-should-focus-on-experiments
7
http://www.bbc.com/news/business-38607682 growth tech.BUILDING LEADERS FOR THE NEXT DECADE 33
For employers, the issue is less co-leaders of the Green Party
HOME
about helping employees achieve in England and Wales—a move
balance (after all, one half of the hailed as a “pioneering” example of AGE RANGE
DEFINITIONS
equation is out of their hands) and distributing one job’s demanding
more about rethinking productivity. schedule across two competent FOREWORD
No employee should require 11 individuals.9)
INTRODUCTION
hours at work to be productive, and
no employer should support this Country-level regulations are a ATTITUDES
type of schedule. Gone are the days start, but government intervention
when “work martyrs” were seen as is unlikely to fix the real culprit: MAJOR INSIGHTS
• Desire to lead
effective managers. inefficiency. A study by Bain &
• Stress
Company of communications inside • Work-life balance
Governments are chiming in to two dozen large global companies • Gen Z fears
support this idea.8 In France, found rampant inefficiency. Senior • The positives
• Promoting women
companies with more than 50 executives, they found, receive more • Preferred styles
employees now must guarantee the than 200 emails per day. And on
“right to disconnect.” That is, they average, supervisors spend eight RECOMMENDATIONS
can no longer expect employees hours per week sending, reading
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to check emails and phones after and receiving email messages.10
work hours. In Tokyo, government Multiplied across the workforce, METHODOLOGY
workers must leave their jobs by across a year, and the amount of
8pm. And in Germany, the law time pushing the proverbial paper is
says managers cannot contact astounding.
employees on their vacations.(In an
illustration of how these policies To free up more time – and use
8
http://time.com/4620532/countries-work-life-balance/
9
http://www.bbc.com/news/uk-politics-37166203 may play out in the future, in late that time to go home – employers
10
https://hbr.org/2017/01/why-the-french-email-law-wont-
restore-work-life-balance 2016 two politicians were elected must help their employees becomeBUILDING LEADERS FOR THE NEXT DECADE 34
better guardians of their time in an Gen Z needs a shot of confidence exist for high-growth companies
HOME
age of information overload. Bain as they enter the workforce.12 focused on innovation?
consultant Michael Mankins says: Employers should consider the AGE RANGE
DEFINITIONS
“In our work with clients, we have “intrapreneurship” model for this The answer, according to Milan
come to believe that the best way generation: the idea that even inside Samani and Robert J. Thomas, is FOREWORD
to do this is to provide real-time large organizations, companies not to pull professionals away from
information to leaders regarding can help employees carve out time work for leadership development INTRODUCTION
organizational load, defined as the and resources to “tinker” or focus training, but to find ways to deliver
ATTITUDES
total hours devoted to reading and on innovation work that’s outside leadership development insights
responding to emails originating the bounds of their day-to-day at work. The authors wrote in the MAJOR INSIGHTS
from each executive.”11 responsibilities. These smaller Harvard Business Review: • Desire to lead
• Stress
pet projects can help Gen Z gain • Work-life balance
Onboarding Generation Z will confidence through real-world “We find that the most forward- • Gen Z fears
require a different mindset problem-solving, and stoke their thinking companies are identifying • The positives
• Promoting women
than those that came before. confidence in a setting that’s not so and growing leaders in the midst of
• Preferred styles
far removed from their university pursuing critical business objectives,
In our study, Gen Z shows itself to training experience. as opposed to sending them off to far- RECOMMENDATIONS
be more fearful and less confident flung educational programs and hoping
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than older generations. Much In the face of so much they return with “big” insights about
more so than their older peers, diversity, let your employees themselves and the world.”13 METHODOLOGY
they fear failing in a leadership role find entrepreneurial answers
and lack confidence to lead. How to their leadership needs. The duo point to examples at
do companies grapple with this? Barclays and Unilever, both of which
Research shows on-the-job stress is How do you fulfill the needs of have developed their own versions
11
https://hbr.org/2014/05/your-scarcest-resource a major driver of turnover (as many employees from so many countries, of innovation labs. (Barclays’
12
http://www.workforce.com/2007/11/16/role-of-
workplace-stress-in-turnover-undervalued/ as 40 percent of those who resign with so many unique interests and program is called Social Intrapreneur
13
https://hbr.org/2016/12/your-leadership-
development-program-needs-an-overhaul from positions do so due to stress). aspirations? What other options Challenges and Unilever’s is namedBUILDING LEADERS FOR THE NEXT DECADE 35
which means they can think more and more difficult. Understanding
HOME
expansively about the problems the “why” behind the headwinds
and take bigger risks. And rather facing women is absolutely critical AGE RANGE
DEFINITIONS
than a single training curriculum, to close the gap – and the findings
employees are able to tackle from the McKinsey research as well FOREWORD
problems that truly interest them. as this report provide interesting
clues. INTRODUCTION
When devising leadership
ATTITUDES
development programs for That said, it’s essential to conduct
women, begin by asking women your own internal research. Use these MAJOR INSIGHTS
what they need and want. insights as your baseline, then • Desire to lead
• Stress
test how accurate they are for the • Work-life balance
We know women reach leadership high-caliber women you believe • Gen Z fears
roles less often than men. At each have leadership potential. What in • The positives
• Promoting women
higher level of corporate hierarchy, particular do they see as stumbling
• Preferred styles
women are fewer and fewer, blocks inside your organization and
according to the joint study by within their lives? The McKinsey RECOMMENDATIONS
McKinsey and LeanIn.org.14 study, for example, suggests women
UL2020.) These programs hand- LEARN MORE
face inequality related to corporate
pick employees, who are then The phenomenon isn’t due to accountability: “Even though more METHODOLOGY
encouraged to tackle complex attrition, say the study authors, as than 70 percent of companies say
problems – whether related to the rates of attrition are roughly the they are committed to diversity, less
business in which they work or same for women and men. The than a third of their workers see
society at large. The key to success McKinsey research shows women senior leaders held accountable for
is participants’ understanding are less likely to be promoted, and improving gender outcomes.”15
14
https://womenintheworkplace.com/
15
http://www.mckinsey.com/business-functions/
that their company is supporting so less likely to end up in leadership
organization/our-insights/women-in-the- free-thinking rather than stifling it, positions because their rise is slower
workplace-2016BUILDING LEADERS FOR THE NEXT DECADE 36
When you perform the research, above as it relates to women.
HOME
think carefully about whether you’ll What aspects of leadership are
use an online survey tool or in- unattractive to women, and are AGE RANGE
DEFINITIONS
person interviews. Each has benefits there roles for women in a DL
as well as serious drawbacks. Online model that minimize those factors? FOREWORD
tools offer speed and confidentiality For example, gaining leadership
(even anonymity if needed), but is often equated with gaining a INTRODUCTION
low response rates can jeopardize higher level of responsibility. Yet our
ATTITUDES
the validity of your findings. Plus study indicates women are much
online tools can miss the types of less likely than men to view added MAJOR INSIGHTS
subtle insights that one-on-one responsibility as attractive. In a • Desire to lead
• Stress
conversations garner. distributed leadership model, the
• Work-life balance
less attractive, hierarchical model • Gen Z fears
For such an important and of growing responsibility (e.g. more • The positives
• Promoting women
possibly sensitive topic, an in- direct reports) is replaced with a
• Preferred styles
person interview may deliver deeply collaborative and dynamic
the richest results (assuming model – something that may be RECOMMENDATIONS
questions are well designed and the more attractive to a subset of high-
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person interviewing is viewed as talent women.
trustworthy). The stories behind the METHODOLOGY
answers – something you can only Treat the multigenerational
get through an in-person interview workforce as a research agenda
– may offer more insights than a inside your company.
quantitative survey can deliver.
Our work in the area of inter-
Finally, examine the distributed generational research has shown
leadership model discussed some of the most meaningfulBUILDING LEADERS FOR THE NEXT DECADE 37
insights can be found in the “gaps” Take pains to find local Beyond “localization” (defined by
HOME
– the misalignment of goals, work solutions based on local – even region), talent managers should
style or values between generations, individual – knowledge. also consider taking development AGE RANGE
DEFINITIONS
each of which can cause tiny programs a step further,
relationship fissures. These fissures, Our research repeatedly points to investigating “personalization.” FOREWORD
if left unattended, create inefficiency the incredible diversity of outlooks, Just as Cargill invites executives to
INTRODUCTION
at best, and resentment at worst. work styles and values of both try out new ideas in a controlled
students and professionals when environment, and as Unilever ATTITUDES
If a company can understand both examined country by country. asks participants to think beyond
the shared beliefs and the gaps Organizations may be tempted to the walls of the organization to MAJOR INSIGHTS
• Desire to lead
among generations, they can make cut corners, importing what is a influence societal problems, so
• Stress
better decisions about training, successful leadership program in the too should your organization • Work-life balance
leadership development and even UK, for example, to their colleagues look for opportunities that allow • Gen Z fears
culture building. We present the in the US. In fact, managers your employees to set the pace, • The positives
• Promoting women
global-level insights here that must take a surgical approach to vision and direction. With an • Preferred styles
have wide applicability, but in truth leadership development – always entrepreneurial mindset fueling your
companies must be guided by the arriving at solutions that are leadership development initiatives, RECOMMENDATIONS
insights that apply to their countries, relevant for a particular country or it’s possible to develop highly local
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industries and workforce. Use this region based on what the research opportunities that meet the needs
report as a starting point to launch indicates. of the individual rather than the METHODOLOGY
a discussion about generational generation, region or division.
workforce issues.BUILDING LEADERS FOR THE NEXT DECADE 38
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DEFINITIONS
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attractive and responsive
INTRODUCTION
to Generations X, Y and Z.
ATTITUDES
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• Desire to lead
• Stress
• Work-life balance
• Gen Z fears
• The positives
• Promoting women
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METHODOLOGY RESPONDENTS BY COUNTRY AND GENERATION
HOME
All global averages presented here are a straight average of each
This research report is a country below, with Nordic countries treated as a single unit
AGE RANGE
collaboration among Universum, DEFINITIONS
INSEAD Emerging Markets Institute,
FOREWORD
The HEAD Foundation and MIT Country Gen Z Gen Y Gen Y Gen X
Leadership Center. It includes Students Professionals
INTRODUCTION
responses from 18,337 individuals Canada 290 259 234 163
China 103 156 283 248
in 19 countries with statistically ATTITUDES
Denmark 334 246 89 170
relevant sample sizes. Find the
Finland 239 204 105 193 MAJOR INSIGHTS
breakdown of countries and France 61 290 218 160 • Desire to lead
generations, as well as generation Germany 215 379 193 187 • Stress
definitions, in the tables on the right. India 503 459 314 273 • Work-life balance
Italy 293 489 219 195 • Gen Z fears
• The positives
Japan 132 91 230 115
• Promoting women
Mexico 306 251 271 208
• Preferred styles
Norway 399 242 130 154
Russia 99 232 263 202
RECOMMENDATIONS
Spain 254 339 217 190
Sweden 372 233 178 224 LEARN MORE
United Kingdom 367 262 281 277
United States 288 605 472 216 METHODOLOGY
TOTAL 4255 4737 3697 3175BUILDING LEADERS FOR THE NEXT DECADE 40
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