LEADERSHIP IN AN INTERGENERATIONAL GAP – A STUDY OF MANAGERS’ VIEWS OF MANAGEMENT AND LEADERSHIP OF GENERATION Z EMPLOYEES
LEADERSHIP IN AN INTERGENERATIONAL GAP – A STUDY OF MANAGERS’ VIEWS OF MANAGEMENT AND LEADERSHIP OF GENERATION Z EMPLOYEES

Summary/Abstract: The entry of Generation Z into the work cycle sets many new questions for managers especially in light of various generational characteristics, post-COVID-19 effect adds the challenge of labor turnover and difficulties retaining staff. In the past management and leadership were a key factor affecting employees, and this will continue, but what are Generation Z employees looking for? This article presents qualitative research conducted in Israel with high-tech company managers dealing with a generation of employees who are less committed to organizations and more to themselves leading to new values in the world of work. The research aims to map management and leadership skills and styles expected to influence employees and connect them to a manager and organization. The research revealed that managers identified six core skills required to create leadership for Generation Z: authenticity, training ability, flexibility and change, emotional intelligence, interpersonal communication, and ability to provide ongoing feedback. These research findings provide a thinking infrastructure about the world of leadership in generational change and an understanding that the intergenerational gap leads to changing management and leadership style.

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