The aim of this paper is to provide an overview of the effects of changing values and preferences on personnel management, and then to develop recommendations for action that take into account the generation-specific aspects of management. This is followed by an answer to the question of what future leadership development, in light of the changing employee preferences of the newer generations, should look like.
In the past decades, many theoretical approaches and perspectives on human resource management have been developed and published. They are mostly based on empirical surveys, theories or practical experience. If you look at these, you find that the trend is toward flatter hierarchies and thus more self-organization among employees. If one believes the researchers, Germany has been undergoing a change in values for several decades, which is also decisive for the world of work and management in companies.
One of the most important consequences is the striving for more self-realization and self-development. Every individual has the need to understand his strengths and also weaknesses, to develop his talents as well as to contribute to society. This change in values is characterized by the attitudes of generations Y and Z, with regard to life and work concepts, changed preferences with regard to work, and the demand for more co-determination in companies.
Companies are increasingly focusing on the concerns of the coming generations, as they pose new challenges for managers. Against the backdrop of the incoming generations, the question arises as to how far the already known personnel management approaches take this into account and deal with changed preferences of generations Y and Z.
Table of Contents
1 Introduction
1.1 Problem statement
1.2 Objective
1.3 Structure of the paper
2 Terms and theoretical foundations
2.1 Definition of "leadership"
2.2 Leadership from today's perspective
2.3 Demographic change
2.4 Definition "Generation"
2.5 The demographics of Generation Y
2.6 The demographics of Generation Z
3 Effects of changing preferences on personnel management
3.1 Shaping Generation Y
3.2 Shaping Generation Z
3.3 Comparison of generations and their different value patterns
3.4 Importance of different generations for personnel management
3.5 Importance of different generations for companies
4 Previous approaches of successful executives
4.1 Traditional leadership concepts
4.1.1 Property theories of leadership
4.1.2 Behavioral Theories of Leadership
4.1.3 Situation theories of leadership
4.2 Modern management concepts
4.2.1 Symbolic guided tour
4.2.2 Emotional leadership
4.2.3 Transactional and transformational leadership
5 Future leadership concepts in dealing with generations Y & Z
5.1 New requirements for leadership
5.2 Looking to the future: What might tomorrow's leadership look like?
5.2.1 Self-reflection and development
5.2.2 Leadership and development
5.2.3 Team leadership and development
5.3 What methods and instruments should the future leadership take to heart?
5.3.1 Communication
5.3.2 Feedback
5.3.3 Creating emotions and trust
5.3.4 Motivation and commitment
6 Leadership development in practice
6.1 Competence profile of a future manager
6.2 Recommendations for future leadership development
7 Closing remarks and outlook
7.1 Conclusion
7.2 Outlook
Research Objective and Core Topics
The primary objective of this thesis is to provide an overview of the impacts of shifting values and preferences of newer generations on personnel management, subsequently developing actionable leadership recommendations. The work aims to answer how future leadership development must evolve to address these changing employee expectations.
- The shifting value patterns of Generation Y and Generation Z.
- Evaluation of traditional versus modern leadership concepts in the context of generational shifts.
- Requirements for future-oriented leadership, including self-reflection and team development.
- Practical methods and instruments for effective communication, feedback, and trust-building.
- Competence profiles for future managers and recommendations for personnel development.
Excerpt from the Book
4.2.2 Emotional leadership
Emotional leadership is a concept that goes back to Goleman, Boyatzis and McKee, it can also be understood as leadership with emotional intelligence. The concept describes the ability to consciously perceive emotions, to integrate them into thought processes, to understand them and to control them. Goleman et al. understands partial aspects of emotional intelligence as social competence of one's own personality (self-perception and self-management) as well as dealing with one's fellow human beings (social awareness and relationship management). As can be seen from Table 6, emotional intelligence can be divided into the areas of "self-competences" and "social competences".
By far the most important aspect is the introspection, it presupposes that one can understand, classify and control one's own feelings. Only then is a manager able to adequately adjust to positive or negative emotional moments of the employee. Thus, emotional intelligence is of great importance for man as a social being, because mutual trust and understanding is based on it. Self-management – which can be equated with an ongoing inner conversation – is the element of emotional intelligence that keeps us from being completely at the mercy of our emotions. It allows the leader to focus on the essential things and prevents them from being distracted by disturbing emotions.
Summary of Chapters
1 Introduction: This chapter introduces the topic, defines the problem statement regarding changing values, and outlines the objectives and structure of the paper.
2 Terms and theoretical foundations: This section defines key terms such as "leadership" and "generation," while providing demographic context on the evolving German population and workforce.
3 Effects of changing preferences on personnel management: This chapter analyzes how the upbringing and formative influences of Generations Y and Z shape their distinct values and expectations toward work and leadership.
4 Previous approaches of successful executives: This part categorizes leadership models into traditional (property, behavioral, situational) and modern (symbolic, emotional, transformational) concepts to establish a baseline for effective management.
5 Future leadership concepts in dealing with generations Y & Z: This chapter discusses new requirements for leadership, emphasizing self-reflection, team development, communication strategies, feedback, and trust-building mechanisms.
6 Leadership development in practice: This section translates theoretical findings into a competence profile for future managers and provides concrete recommendations for organizational personnel development.
7 Closing remarks and outlook: The author concludes that while generational differences exist, many expectations are similar, and suggests that successful future leadership combines advisory structures with high problem-solving competence.
Keywords
Leadership, Generation Y, Generation Z, Personnel Management, Demographic Change, Emotional Intelligence, Transformational Leadership, Employee Motivation, Communication Square, Self-Reflection, Team Development, Values, Competence Profile, Future Leadership, Work-Life Balance
Frequently Asked Questions
What is the core focus of this research?
The work examines how the changing values and preferences of Generation Y and Generation Z impact contemporary personnel management and leadership requirements.
What are the central thematic fields covered?
The study covers demographic change, comparative value patterns of different generations, traditional and modern leadership theories, and practical instruments for future leadership.
What is the primary research question?
The paper seeks to determine what future leadership development should look like in response to the changed employee preferences of newer generations.
Which scientific methods are utilized?
The thesis is based on a synthesis of existing scientific literature, theories, and empirical surveys to derive generation-specific management recommendations.
What is discussed in the main part of the document?
The main body evaluates formative influences on younger generations, reviews established leadership concepts, and proposes methods for modern management, including feedback, communication, and emotional leadership.
Which keywords characterize this paper?
Key terms include Leadership, Generation Y, Generation Z, Personnel Management, Emotional Intelligence, and Transformational Leadership.
How does the concept of "Emotional Leadership" influence a team?
Emotional leadership leverages emotional intelligence to create a positive work atmosphere, build trust, and help employees feel understood, which increases performance and motivation.
Why is the "Communication Square" by Schulz von Thun relevant for managers?
It provides a structured model for understanding interpersonal communication across four levels—factual, self-disclosure, relationship, and appeal—which is essential for preventing misunderstandings.
What challenges do companies face regarding Generation Z?
Generation Z demands independence, security, and smart workflows; companies must adapt by offering meaningful work and modern communication tools rather than sticking to outdated hierarchical models.
- Quote paper
- Christoph Wiegand (Author), 2019, The Changing Values of Generation Y and Z. Impact on Personnel Management, Munich, GRIN Verlag, https://www.grin.com/document/1185357
