HOW INNOVATIVE LEADERS COULD ENCOURAGE CREATION OF NEW VALUES IN THE ORGANIZATION

Abstract

The leaders of the new generation include Generation Y (1980-1995) and Generation Z (1996 – 2010) as the biggest working force today. Methods: two qualitative and two ethnographic research were conducted (2015 and 2021) with a group of 30 leaders of Generation Y and 30 leaders of Generation Z. The leaders were representatives of companies of different sizes and industries, responsible for teams, projects and processes. Both researches were conducted using the in-depth interview technique. The behaviors of the four selected leaders of each generation were modeled by monitoring their behavior during the execution of tasks in the workplace, in meetings and working with teams. The first research was conducted offline and the second research was conducted online. Results: They believe in lifelong learning and improvement; they get the necessary results easier and faster online. New generation leaders set clear priorities, see the bigger picture, manage change, are open to options, make decisions, ask challenging questions, actively listen, take action. Conclusion: The leaders of the new generation embrace the VUCA world (volatility, uncertainty, complexity, ambiguity) not as a sprint but a marathon. In that marathon, they need to be open to change, resilient, to show readiness to learn and take care of themselves, to adapt.