This study will be on the major focus that leadership styles have some relationship to employee turnover for the GenX cohort in business. More specialization is required into developing more sufficient data to reveal exactly what impact the styles have on the GenX cohort. The literature was sought from scholarly works that have written more on this topic and developed arguments relating to the identified hypotheses. It also draws on some of the theories that relate to leadership styles and other factors that contribute to the issues of job satisfactions. The literature also covers the reasons for the high rates of turn over for Generation X cohort members within a particular environment. This review contains more literature from outstanding scholars that details comparisons between Generation X and Baby Boomers noting their differences and what all this has to do with influencing the rate of turn over within many organizations.
Generation X Cohort Theories
Theories explaining the impact of leadership styles on employee turnover of the generation x cohort in business. As with major scholars, they have discussed numerous theories that explain the relationship between leadership styles and employee turnover of the Generation X in business. Three theories are discussed in this section to give a better understanding of what impact leadership style would have on Generation X turn over in business; they include servant- leadership theory, self-discrepancy theory and cohort theory.
Terjesen, Vinnicombe, and Freeman (2007) essay is directly linked to concepts that all apply the servant-leader theme. His argument in all these was that for one to practice exceptional leadership, obviously he will need to consider acting like a servant and practicing to be one (Braid, 2008). The argument in this case is that business professionals within any given organization do not respect any leader who does not submit to his or her demands. To them, submission is the most important thing that leads excellence (Broadbridge, Maxwell & Ogden, 2007).
Many outstanding scholarly works have the main discussion being on the need for organizations to adopt a new leadership model strategy that ascertains that they serve others, including the broad community, business professionals, and customers, who hail at the top of the pyramid in leadership (Burmeister, 2009). Terjesen, Vinnicombe, and Freeman (2007) was quick to note in their works that recognition, wealth (money) or personal power are not part of what may be referred to as servant-leader's focus. The main purpose of a servant-leader is helping other people within the work environment to be freer, develop greater autonomy, enhance his or her capability, and increase efficiency (Macky, Gardner & Forsyth, 2008).
Servant-leadership varies from one type of leadership to another within diverse organizations because the servant – leader is the one responsible in ensuring that business professionals obtain first priority and their need are taken care of and heeded to in advance (Burmeister, 2009). The servant leader within a given organization is there to assist people to grow as persons and to reach his or her goals (Christine, Thomas, & Stuart, 2007). At least 10 servant-leader characteristics are viewed as of enormous importance and indispensable to a successful servant-leader development. Among these 10 characteristics include proper listening. Leaders are obliged to listen always intently to the said and unsaid within the particular work environment.
The second characteristic is empathy where a servant-leader works hard and applies everything at his disposal in understanding as well as emphasizing with the people around him (Braid, 2008). The leader is there to realize that people in his or her various departments within an organization need acceptance, and recognition for his or her unique spirits and this derives from his or her maximum productivity. Healing is the third characteristic. The servant-leader is there to ensure a healing of relationships between people (Macky, Gardner, & Forsyth, 2008).
The leaders are there to recognize the existing opportunity that makes people whole and from that they maximize on the same. Adding to the list is awareness that plays a key role in strengthening of the servant-leader role (Burmeister, 2009). This awareness is the case that assists servant-leaders to have a general view of situations and generate a more holistic approach in their view. Sirias, Karp, and Brotherton (2007) added that another positive aspect is persuasion where servant-leaders rely on in their practice in leadership rather than on one's authority especially in situations in that they want to make decisions within the organizational environment. The servant-leaders seek to work hard in persuading or convincing business professionals and not coercing them into doing certain things (Lyons, Higgins, & Duxbury, 2007).
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