| "It's odd that you can get so anesthetized by | | | | 21st Century," Hill and Stephens suggest that this |
| your own pain or your own problem that you | | | | Emergent-Workforce Leader must offer a |
| don't quite fully share the hell of someone close to | | | | participative, democratic environment for this |
| you." | | | | cross-generational workforce. Based on the values |
| Lady Bird Johnson | | | | subscribed to by this Emergent Workforce, I |
| What will happen will the Baby Boomers retire? | | | | theorize that this new leadership model will |
| Let's explore the issues with leading this Emergent | | | | encompass transformational leadership and |
| Workforce, primarily Generation X-Y. Some critic | | | | servant leadership. Therefore, if organizational |
| may argue that my warning is premature. | | | | leaders demonstrate these values, then future |
| Organizations have always weathered the cultural | | | | leaders will gain support from this Emergent |
| storms. Don't follow any of these management | | | | Workforce. If you don't, all "Hell" may break lose. |
| fads. This is no fad, Leader! Here's the problem. | | | | Don't lose this competitive advantage. Start today! |
| The current organization promotes a "top-down" | | | | Draft, organizational guru, argues, however, that |
| leadership approach, which elevates technology | | | | organizational change will only occur when |
| while devaluing employees. Bennis, a leadership | | | | managers see a gap between actual and desired |
| expert, argues that although management claims | | | | performance. Will outright employee rebellion be |
| they are for worker empowerment, it smells of | | | | the only method to change this leadership |
| rhetoric. The current workforce desires a | | | | paradigm? |
| paradigm shift but lacks the power to implement | | | | References: |
| change. | | | | Bennis, W. (1999). The End of Leadership: |
| In contrast, Generation X-Y employees desire | | | | Exemplary Leadership is Impossible Without Full |
| certain organizational values. I've heard business | | | | Inclusion, Initiatives, and Cooperation of Followers. |
| owners complain about young people leaving jobs | | | | Organizational Dynamics. 28(1), 71-80. |
| because they were unhappy. Most traditional | | | | Draft, R. (1995). Organizational Theory and Design. |
| managers simply cannot understand this mentality. | | | | St. Paul, MN: West Publishing Company. |
| The Emergent Workforce will not be so passive. | | | | Hill, R. and Stephens, D. (2003). The |
| They will not accept being invisible or "doing as | | | | Compassionate Organization in the 21st Century. |
| you are told, kid." These divergent viewpoints | | | | Organizational Dynamics 32(1), 331-341. |
| create a crisis for organizational leaders. In the | | | | © 2006 by Daryl D. |
| article, "The Compassionate Organization in the | | | | |