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The argument is that Baby Boomers have been leaving with a belief that the Generation X members do not have enough skills to lead and on the same note Gen-Xers leave jobs because they believe to be disoriented and with no one to show them the way (Broadbridge, Maxwell, & Ogden, 2007). Generation X, they are more oriented toward fast actions and always yearns to have everything done fast that is why they always have the feeling that they are being neglected once the leadership styles adopted within organizations do not consider adopting their proposals. In reality, many organizations are facing a leadership transition with the emergence of Generation X which is seeking representation in leadership in such leading companies (Broadbridge, Maxwell, & Ogden, 2007).
Generation X: Leadership and Turnover Issues
However, this will not be working appropriately if the organizations do work out well and maintain retention programs for the older generations that will be there purposefully to guide the new generation within the work environment. Older generations are used to trial and error a case that does not auger well with Generation X because they desire to have results come out their way (Broadbridge, Maxwell, & Ogden, 2007). Gen-Xers however must relate well with the mentors because they still do not have the right expertise to deal with the situation and handle pressure in the workplace. Wong, Gardiner, Lang, and Coulon (2008) reflected in their paper that when turnover rates are high, they drain away from the knowledge from the respective generations that could be summed up to the benefit of the organization. Losing that knowledge is negative to the organization with future leaders being underdeveloped and this might lead to the company suffering inefficiency in the later years of its operations (Broadbridge, Maxwell, & Ogden, 2007).
Broadbridge, Maxwell, and Ogden (2007) were of the view that motivation has always, played a better role in retaining the business professionals of any generation within a particular environment. The older workers in the Baby Boomers category tend to like monetary incentives, and these are what they value much in developing their motivation to work within a given environment (Alsop, 2008). However, the younger generation categorized under Generation X prefers off as a way of motivating them because they value their time (Broadbridge, Maxwell, & Ogden, 2007).
In reality, these are some of the issues that any given type of leadership must take heed of and must be considered in working together with the business professionals from the two-generation cohorts. In understanding Generation, Xers, Wong, Gardiner, Lang, and Coulon (2008) defined the Information technology field by claiming that these are professionals categorized between 24 to 44 years. He added that this is a generation that promises the most impact on Information Technology field leadership and therefore, one of the generations that should be taken seriously within any given environment. In the past 10 years, Wong, Gardiner, Lang, and Coulon (2008) discussed in their paper that latchkey children were viewed as entering the corporate world in America. He explained that this generation brought with them a need for independence within a given work and a desire to have personal contact with leaders of a given organization (Montana, & Petit, 2008).
The generation was viewed as having an urge to be included, therefore, demanded to be part of the decision-makers within the corporate world (Dries, Pepermans, & De Kerpel, 2008). At a young age, this generation was categorized as a group of Generation X members who indeed want full participation in leadership unlike the situation earlier for the Baby Boomers, who acted from the demands (Krayewski, 2009). Broadbridge, Maxwell, and Ogden (2007) looked at the situation as a reform from the top-bottom approach to a bottom-up style of leadership within an organization.
Generation Xers According to Wong, Gardiner, Lang, Coulon
These reforms brought with them an involvement of everyone within an organization in decision-making processes. The generation was also viewed by Wong, Gardiner, Lang, and Coulon (2008) Vas a generation born into the information age when they were exposed to varying information. It was a generation that invaded the labor market with innate comfortability with technology, unlike the former Baby Boomer generation (Johnson, & Lopes, 2008). With the constant use of technology, Generation X, therefore, has been associated with the expectation of instant response as well as satisfaction in all their endeavors within the workplace (McGuire, & Hutchings, 2007).
Generation Xers according to Wong, Gardiner, Lang, & Coulon (2008) are starting their working lives after venturing into business in the wake of restructuring, downsizing, and re-engineering (Kelan, & Mah, 2009). This meant that they have significant challenges they will have to face in the wake of the organizational climate and the existent changes. Broadbridge, Maxwell, and Ogden (2007) looked at the situation as generations’ cohorts having to experience profound reforms within organizations but the worst case falls on the Generation Xers, who have been viewed as starting their careers well amid the persistent reforms (Montana, & Petit, 2008).
Generation Xers are aware that already successful institutions cannot guarantee them Job security (McCrindle, & Hooper, 2008). The members of this generation Cohort do not expect to base their career establishment on long-term employment in a given organization (Alsop, 2008). These members of the identified generation are never permanent in particular jobs because they always have some criticisms over what they have and are always on the lookout for more (Broadbridge, Maxwell, & Ogden, 2007). It has been from this section that evidence is clear that Generation X cohorts have their attributes, values, and characteristics that need to be taken care of by the leadership styles on board in diverse environments to retain the same within the workplace and avoid the high rates of turnover.
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