Generating Social Good in Generation Z

Abstract

Generation (Gen) Z, or individuals born between the period 1995 – 2010, are popularly typified as entitled and self-aware with a strong will to make a positive social impact, both off and on the job. Although this generation has started to enter the workforce and is set to constitute a large portion of it in the near future, research on Gen Z is still surprisingly lacking. In this study, we investigate to what extent servant leadership is a suitable approach for fostering this generation’s desire to make a positive social impact. Specifically, we use social learning theory to develop and test, through two studies, a framework whereby servant leadership promotes Gen Z’s engagement in socially responsible behaviors (SRB), through its effects on prosocial motivation. We further adopt a more nuanced approach by testing the boundary condition of psychological entitlement in this mediational process. Findings from both an experimental vignette study and a multi-source field survey study provide support for our hypotheses and highlight the role of psychological entitlement in attenuating the otherwise positive effects of servant leadership on SRB through prosocial motivation, among Gen Z. Implications for theory and practice, as well as avenues for future research are discussed.