Abstract
Generation Z is already integrating into the fast and changing world of work around us and the effects of its entry are noticeable in rapid employee turnover, perceptions of an absence of commitment to organizations, and difficulty in understanding employee needs. This article presents a model for creating commitment for Generation Z employees. The model is based on extensive research on executive leadership's impact on creating commitment for Generation Z employees. The research was conducted in the methodology of mixed methods research which was based on a qualitative study where interviews with managers in the field of Israeli High-Tech as well as a quantitative study in which 180 Generation Z employees working in Israeli High-Tech participated. The Model of Intergenerational Leadership for Creating Commitment (MILCC) was constructed in light of research findings showing that managers' leadership was the most significant factor in creating employee engagement. The model presents four circles of influence producing employee engagement and shows five core management and leadership components managers must strengthen and develop to create commitment: authentic leadership, agile management, soft skills, ability to build motivation, and digital leadership. This article and model reinforce the view that alongside the changes in the world of work, organizations and managers must change their approach to employees and organizational expectations.
Published Version
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