Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Leadership and performance of Millennial generation in Brazilian companies

Leadership and performance of Millennial generation in Brazilian companies The purpose of this study is to analyze the effect of the relationship between leadership and engagement on the individual performance of Millennial generation professionals.Design/methodology/approachA survey was carried out with higher education business school students in Brazil. The sampling procedure involved a convenience selection of Millennial generation professionals who are employed and have recently undergone a performance evaluation process. The professionals answered a questionnaire about their perception of an empowering and directive leader, engagement, human resource practices and performance.FindingsThe authors demonstrated the potential of leaders to generate engagement and influence performance, showing the need for companies to become involved in the leadership process by defining appropriate leader profiles and establishing clear practices and criteria for their actions with regard to Millennial generation.Practical implicationsThe potential of empowering leadership to generate engagement, and that of directive leadership to influence performance, show the need for companies to become involved in the leadership process by defining appropriate leader profiles and establishing clear criteria for their actions toward Millennial generation.Originality/valueIn Brazil, empowering leaders do not directly influence their subordinates’ performance, unlike what was found in previous studies. Thus, it may be that they also do not perceive, or are not working in, more flexible or participative workplaces, which interferes with the perception of the direct relationship between the leadership’s actions and their personal performance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Research: The Journal of the Iberoamerican Academy of Management Emerald Publishing

Leadership and performance of Millennial generation in Brazilian companies

Download PDF
17 pages

Loading next page...
 
/lp/emerald-publishing/leadership-and-performance-of-millennial-generation-in-brazilian-pF42lmr8oB
Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1536-5433
DOI
10.1108/mrjiam-02-2019-0910
Publisher site
See Article on Publisher Site

Abstract

The purpose of this study is to analyze the effect of the relationship between leadership and engagement on the individual performance of Millennial generation professionals.Design/methodology/approachA survey was carried out with higher education business school students in Brazil. The sampling procedure involved a convenience selection of Millennial generation professionals who are employed and have recently undergone a performance evaluation process. The professionals answered a questionnaire about their perception of an empowering and directive leader, engagement, human resource practices and performance.FindingsThe authors demonstrated the potential of leaders to generate engagement and influence performance, showing the need for companies to become involved in the leadership process by defining appropriate leader profiles and establishing clear practices and criteria for their actions with regard to Millennial generation.Practical implicationsThe potential of empowering leadership to generate engagement, and that of directive leadership to influence performance, show the need for companies to become involved in the leadership process by defining appropriate leader profiles and establishing clear criteria for their actions toward Millennial generation.Originality/valueIn Brazil, empowering leaders do not directly influence their subordinates’ performance, unlike what was found in previous studies. Thus, it may be that they also do not perceive, or are not working in, more flexible or participative workplaces, which interferes with the perception of the direct relationship between the leadership’s actions and their personal performance.

Journal

Management Research: The Journal of the Iberoamerican Academy of Management – Emerald Publishing

Published: Sep 11, 2020

Keywords: Engagement; Leadership; Human resource practices; Job performance; Millennial generation; Compromiso; Liderazgo; Prácticas de recursos humanos; Desempeño laboral; Generación Milenial; Engajamento; Liderança; Práticas de recursos humanos; Desempenho no trabalho; Geração Milênio

References

  • To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance
    Ahearne, M.; Mathieu, J.; Rapp, A.
  • Estilos de liderança e o desempenho dos liderados
    Araújo, R.N.; Neto, M.T.R.; Ferreira, C.A.A.
  • Proactivity during organizational entry: the role of desire for control
    Ashford, S.J.; Black, J.S.
  • Collective organizational engagement: linking motivational antecedents, strategic implementation, and firm performance
    Barrick, M.R.; Thurgood, G.R.; Smith, T.A.; Courtright, S.H.
  • Understanding HRM–firm performance linkages: the role of the “strength” of the HRM system
    Bowen, D.E.; Ostroff, C.
  • Cultura organizacional Brasileira pós-globalização: global ou local?
    Chu, R.A.; Wood, T.
  • Desempenho no trabalho: De onde viemos e Para onde vamos
    Coelho, F.A.; Mourão, L.; Borges-Andrade, J.E.
  • Career profiles of generation Y and their potential influencers
    Cordeiro, H.T.D.; Albuquerque, L.G.
  • Generational differences in work-related attitudes: a meta-analysis
    Costanza, D.P.; Badger, J.M.; Fraser, R.L.; Severt, J.B.; Gade, P.A.
  • Common beliefs and reality about PLS: comments on Rönkkö and Evermann, 2013
    Henseler, J.; Dijkstra, T.K.; Sarstedt, M.; Ringle, C.M.; Diamantopoulos, A.; Straub, D.W.; Ketchen, D.J.; Hair, J.F.; Hult, G.T.M.; Calantone, R.J.
  • Employees’ goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction
    Janssen, O.; Van Yperen, N.W.
  • Unpacking generational identities in organizations
    Joshi, A.; Dencker, J.C.; Franz, G.; Martocchio, J.J.
  • Psychological conditions of personal engagement and disengagement at work
    Kahn, W.A.
  • Employee responses to empowering leadership: a meta-analysis
    Kim, M.; Beehr, T.A.; Prewett, M.S.
  • Common method bias in PLS-SEM: a full collinearity assessment approach
    Kock, N.
  • Generation Y – challenging clients for HRM?
    Kultalahti, S.; Viitala, R.
  • Examining the differential longitudinal performance of directive versus empowering leadership in teams
    Lorinkova, N.M.; Pearsall, M.J.; Sims, H.P.
  • One job, one deal… or not: do generations respond differently to psychological contract fulfillment?
    Lub, X.D.; Bal, P.M.; Blomme, R.J.; Schalk, R.
  • Generational differences in the workplace: a review of the evidence and directions for future research
    Lyons, S.; Kuron, L.
  • Towards a model of human resource solutions for achieving intergenerational interaction in organisations
    McGuire, D.; Todnem, B.; Hutchings, K.
  • Employee engagement: the key to improving performance
    Markos, S.M.; Sridevi, S.
  • Directive versus empowering leadership: a field experiment comparing impacts on task proficiency and proactivity
    Martin, S.L.; Liao, H.; Campbell, E.M.
  • Generational differences in work values: a review of theory and evidence
    Parry, E.; Urwin, P.
  • Employees’ responses to formal performance appraisal feedback
    Pearce, J.L.; Porter, L.W.
  • Common method biases in behavioral research: a critical review of the literature and recommended remedies
    Podsakoff, P.M.; Mackenzie, S.B.; Lee, Y.; Podsakoff, N.P.
  • Employee voice and engagement: connections and consequences
    Rees, C.; Alfes, K.; Gatenby, M.
  • Job engagement: Antecedents and effects on job performance
    Rich, B.L.; Lepine, J.A.; Crawford, E.R.
  • Cultura organizacional e liderança: uma relação possível?
    Silva, L.M.T.; Reis, G.G.; Kishore, A.; Batista, L.; Medeiros, C.A.
  • Career anchors and values from different career management perspectives
    Silva, R.C.; Trevisan, L.N.; Veloso, E.; Dutra, J.
  • Generational perceptions and their influences on organizational commitment
    Silva, R.C.; Dutra, J.S.; Veloso, E.F.R.; Fischer, A.L.; Trevisan, L.N.
  • Generational differences: revisiting generational work values for the new millennium
    Smola, K.W.; Sutton, C.D.
  • PLS path modeling
    Tenenhaus, M.; Vincenzo, E.V.; Yves-Marie, C.; Carlo, L.
  • Generational differences in work values: leisure and extrinsic values increasing, social and intrinsic values decreasing
    Twenge, J.M.; Campbell, S.M.; Hoffman, B.J.; Lance, C.E.
  • É possível negar a existência da geração Y no Brasil?
    Veloso, E.F.R.
  • Diferentes gerações e percepções sobre carreiras inteligentes e crescimento profissional nas organizações
    Veloso, E.F.R.; Silva, R.C.; Dutra, J.S.
  • Using PLS path modeling for assessing hierarchical construct models: guidelines and empirical illustration
    Wetzels, M.; Odekerken-Schröder, G.; Van Oppen, C.
  • Theory and research on leadership in organizations
    Yukl, G.; Van Fleet, D.D.; Dunnette, M. D.; Hough, L. M.
  • Liderança nas organizações
    Bryman, A.; C, S.R.; C, M.; F