Investigating Team Performance in Generation Y in Delhi (India)

Abstract

The current study is built upon the work of Pearce et al. (Leadership, social work, and virtual teams: The relative influence of vertical vs. shared leadership in the nonprofit sector. In: Riggio RE, Smith-Orr S (eds.) Improving leadership in nonprofit organizations. Jossey-Bass, San Francisco, pp 180–199, 2004) and extends this theoretical work on shared leadership at the organizational level of analysis by providing a rationale for what makes Generation Y perform. This study attempts to determine dimensions of shared leadership among Generation Y cohort as a means to enhance team performance and effectiveness in the “modern” organization. The data sample is collected from individuals born between 1980 and 1994 working in different organizations in Delhi (India); situational variables are controlled by age and city. Findings reveal team cooperation, climate for self-initiative, and empowerment as extrapolative predictors of shared leadership and that Generation Y in India does not prefer a“traditional” leadership model. The results have wide-reaching implications for followers and managers in leading roles, as they suggest that these aspects need to be considered when including the Generation Y cohort group in their followership.