Introduction

Leadership, a subject that has been studied over time, started its journey in the 19th century with the introduction of the Great Man Theory and Traits theory (since the 1840s) (Shiame & Moyosolu, 2021). As the years progressed, our understanding of leadership evolved, leading to the development of transactional and transformational leadership models around the 2000s (Shiame & Moyosolu, 2021). This progression is evident in studies conducted by Frontiers in Psychology, which found that a transactional leadership model led members to view the culture more as a goal, rather than being innovation-oriented, whereas the transformational leadership model set the culture as “more innovative” (Michigan State University, 2021). Clearly, the ‘Carrot and Stick’ motivation approach would have a negative impact on today’s work culture, where people are led not by force, but by examples (Gabrielle-Bienasz, 2020).

Figure 1 – What is Generation Z (Bryq, 2021)

Understanding and Practicing Leadership

The Passion Economy: Embracing Personality & Inherent Skills

As mentioned earlier, Generation Z individuals are unafraid to confront their bosses when they believe their actions are wrong. In today’s highly communicative world, this generation often believes they possess more knowledge than their superiors, and in the digitally connected sphere, they often do (Segal, 2022). This digital advancement has effectively given rise to what is now termed the “passion economy,” emphasizing professional fulfillment, happiness, and self-fulfillment. However, due to the overwhelming influx of information, diverse channels, and sophisticated algorithms, discovering and connecting with one’s passion has become significantly less straightforward (Shafrir, 2023). In today’s economy, I advocate for the approach of identifying the passions of the individuals we aim to lead. If feasible, we should strive to ignite their passions through a combination of pull and push factors (Shafrir, 2023).

Embracing the Future : Accepting Changes

One of the most common areas where leaders fail is their inability to adapt to changes within their industry. A prominent example of this is Nokia, which failed to embrace Android, neglected software development, and believed it was “too big to fail” (studysmarter, n.d.). In the uncertain world we live in, it is essential to change our mindset and not merely manage change. This shift depends on our ability to manage ourselves, including our abilities and fears. As leaders, we should shift our focus from the “what is” to imagining “what if” (Rinnie, 2023).

Be Confident and Humble

Leaders must maintain a clear vision to instill confidence as confidence is a vital expression of credibility and authenticity. However, it’s crucial to tread carefully between confidence and arrogance, emphasizing humility through acknowledgment of team efforts and risks. John W. Rogers Jr., Founder and Co-CEO of Ariel Investments, warns against excessive optimism and overconfidence. He advocates for leaders who are appropriately humble, transparent about their strengths and weaknesses, both personally and organizationally, and refrain from a constant display of having all the answers (Adam & Kevin, 2021).

Balance of Patience and Urgency

“Your strength can turn into a weakness in your career,” cautioned Carla Copper, former CEO of Daymond Worldwide. Balancing patience and urgency is an ongoing challenge. The pressure to complete tasks quickly is substantial, with the risk of competitors taking advantage. Striking the right pace is a gradual process, requiring individuals to align their intentions and goals over time. Leaders who master the art of balancing patience and urgency foster an environment where individuals can thrive, creating a safe and energized workplace (Adam & Kevin, 2021; Davis, 2015).

Leaders Compassion and Demand, Optimism and Realism

One of the Key requirements of leaders is being confrontational, as Jim Collins, author of Good to Great mentioned “Confront the brutal fact”. If there are unpleasant information for the team to deal with, it should be on the table and open for discussion; so as to build trust and help members of the team to feel secured when bad things are happening (THORNTON, 2022). On the other hand, optimistic people are often better because they are not denying the fact that they are facing challenging and frightening situation (Carver, 2010). Leaders would also need to be compassionate while setting a high bar for expectations and understands that their team are all made up of human beings. “People do their best work when they are treated more like volunteers than mercenaries”, mentioned in the book The CEO Test (Adam & Kevin , 2021). We need to be balance between when there is a need to push and when to be emphatic.

Figure 2 – The New Distruptor of the horizon (Desai, n.d.)

The Final Secret Sauce

Admiring Steve Jobs as a transformational leader at Apple, I emulate his commitment to simplicity and openness to ground-level feedback. Leading a Generation Z team in the IT field, I’ve noted many lack clear career goals despite their studies. My leadership vision focuses on nurturing the next wave of industry professionals through active listening, explanation, understanding, and encouragement. Adaptability is paramount in the evolving world, requiring swift responses to change. Choosing leadership in this dynamic environment is essential, and I emphasize leading by example while fostering a culture that thrives on change.

References

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