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Running Head: Applied Article Analysis 1

Applied Article Analysis

Robert Voskoyan

Liberty University
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Summary
Law Enforcement organizations and businesses across the world are facing issue with

identifying what leadership behaviors are effective in the workplace as the generations shift to

more of the millennial generation. The purpose of the quantitative study was to determine what

leadership behaviors are needed within organizations to better respond to the needs of their

millennial employees. The study also identified leadership behaviors that are most valued within

older generations (Chavez, 2018). The study started with a total of 228 participants whose age

ranged from 18 years old to 76 years old. The participants had to be employed or looking for

employment. Once all participants responded to the first data call the number of participants

were reduced by 5. In total 223 participants were sampled. 106 of the participants were from the

Gen X or baby boomer generations, they ranged in age from 40 to 76 years old. The remaining

117 participants were from the millennial generation and ranged in age from 18 to 39 years old

(Chavez, 2018).

The study used the Multi-Factor Leadership Questionnaire (MLQ) survey. In order to

administer the survey the researcher used Google forms. The MLQ survey had a 5-point Likert

scale that measured seven leadership behaviors. The behaviors that were measured were:

Intellectual stimulation, inspirational motivation, contingent reward, individual consideration,

laissez-faire, and management-by-exception (both active and passive) leadership. ANOVA was

utilized to show what leadership behaviors millennials preferred. Microsoft Excel’s data analysis

tools were used to analyze the composite variables. Finally, a series of t tests were conducted to

identify the differences between older generation leadership behaviors and millennials. The

results show that the older generations do not want their leaders to energize them; they also do

not need to be challenged by engaging goals. Whereas millennials prefer their leaders to be more

energetic and they want engaging/challenging goals. Further the results concluded that as
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employees get older they put a higher standard on moral conduct and less on leadership

behaviors. The results confirmed that different generations prefer different leadership behaviors

(Chavez, 2018).

Analysis

Due to the use of convenience sampling and the researcher smaller network validity of

the research is limited. The number of participants who were surveyed was not equally

distributed between the different generations. Further research should evenly balance the

participants and gather a larger sample size. Research should also identify and survey

organizations with higher employee turnover to see if there is a correlation between leadership

behaviors and turnover. The research did not account for the changing of leadership behaviors

over time, meaning does an individual’s leadership behavior change as they get older.

The research suggests that leadership behaviors need to be considered within each generation

(Chavez, 2018). However, there is not a specific leadership behavior that covers multiple

generations, due to this information researchers need to focus on multiple generations at the

same time instead of focusing on just one generation’s leadership needs. Currently, organizations

are meeting the needs of one generation, while ignoring the others.

The findings in the study show millennials are valuing transformational leadership over

transactional leadership. Their favored leadership behavior was identified as individual

consideration. The millennial generation wants their leaders to focus on their personal

development (Chavez, 2018). Another implication in the findings was millennials want a leader

who will elevate their employees and are less worried about their self-interests (Chavez, 2018).

The millennial generation has shown some leadership behavior preferences found in idealized

influence. They want their leaders to hold themselves at such a high standard they the leader may
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not be able to follow. Transformational leaders focus on motivation, collaborations, team-

building, and communicating a vision with their team (Bass & Riggio, 2006, p. 5), this type of

leadership behavior allows millennial employees to garner the respect and trust of their leader.

Finally the research gives suggestions on how millennial manager can adjust their leadership

behaviors to help identify with their older generation employees. Millennial managers believe

transitioning into a leadership position is difficult and they believe the challenges that are most

difficult are: getting employees to listen, change in dynamics with their peers, trying to delegate

work, motivating others, and holding people accountable (Chavez, 2018).


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References

Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. New York: Taylor & Francis

Group.

Chavez, A. (2018). Generational leadership: An examination of styles and preferences among

the millennial generation. Azusa Pacific University. Ann Arbor: ProQuest.

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