scholarly journals The Chair's Role in Leveraging Multigenerational Workforce Strategies in Times of Crisis

2020 ◽  
Vol 31 (1) ◽  
pp. 21-23
Author(s):  
Edna Chun ◽  
Alvin Evans
Keyword(s):  
Multigenerational Workforce ◽  
Workforce Strategies

Perceived Leadership Behaviors among Multigenerational Managers

2020 ◽  
Vol 11 (1) ◽  
pp. 164-164
Author(s):  
Yanki Hartijasti ◽  
Dodi Wirawan Irawanto ◽  
Asri Laksmi Riani
Keyword(s):  
Organizational Performance ◽  
Baby Boomer ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Multigenerational Workforce ◽  
Generational Diversity ◽  
Gen Y ◽  
Perceived Leadership ◽  
Behavior Description ◽  
The One

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

scholarly journals Mentoring Programs by and for a New Generation of Latino Investigators in Behavioral-Social Science HIV Research

2020 ◽  
Vol 30 (2) ◽  
pp. 305-312
Author(s):  
David M. Stoff ◽  
Maria Cecilia Zea ◽  
Carlos E. Rodriguez-Diaz
Keyword(s):  
Social Science ◽  
Minority Group ◽  
Research Field ◽  
Mentoring Programs ◽  
Underrepresented Minority ◽  
The Us ◽  
Hiv Research ◽  
Research Workforce ◽  
New Generation ◽  
Workforce Strategies

Latinos represent a critical resource of talent that could be cultivated to expand the HIV research workforce. However, their rapid growth, as the largest and fastest growing ethnic minority group in the US population, has yet to translate into a significant increase in Latino health academic researchers. Historically, strategies to build a diverse research workforce have grouped together individuals from underrepresented minority populations obscuring significance between and within group differences. This limits ap­proaches that are responsive to the diversity of needs and experiences of emerging investigators from underrepresented groups.In this article, we discuss challenges associ­ated with heterogeneity of Latinos and bar­riers that impede research independence/ career success in the context of a review of Latino-investigator targeted mentorship approaches on the behavioral-social science of HIV infection. Mentorship workforce strategies could benefit from a personal­ized framework emphasizing individualized and tailored approaches to address the limitations and gaps in knowledge regard­ing Latino research development. This perspective encourages increased emphasis on organizational and structural processes to aid in overcoming institutional-level barriers that impede research and career develop­ment. Recommendations are proposed for features and components of effective mentorship programs that will lead to robust outcomes for strengthening the Latino research workforce in the HIV research field and elsewhere.Ethn Dis. 2020;30(2):305- 312; doi:10.18865/ed.30.2.305. 

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