Abstract
Each person has a favorite ego state which they exhibit the most, or prefer the most, depending on the situations they face and the people they interact with. People belonging to different generations react differently to different situations based on their states of ego. This paper has classified the millennial generation into Early millennial leaders (Y1) and Late millennial leaders (Y2) based on suitable findings from the literature. Further, this paper intends to explore whether Millennial generation leaders differ in ego states within their generation. The study is carried out in convenient sampling method by collecting responses from 489 Millennial leaders working in the Indian software industry. Ego State Questionnaire- Revised [ESQ-R] is utilized to survey the sample population and MANOVA is performed to assay the ego differences within the generation. It is found that the Early millennial leaders exhibited parent ego and adult ego states whereas the Late millennial leaders exhibited child ego state. Future studies can be conducted in multi-generational context and can include gender-specific research to probe whether ego states differ between males and females..
Highlights
The present workplace scenario comprises of workers who belong to multifarious generations starting from Baby Boomers to Zillennials
As the focus of this study is about Gen Y leaders who work in the IT industry, this exploratory research is concentrated on determining key intragenerational differences on the interpersonal relationship of Millennial leaders
Ego states exhibited by Millennial leaders at work like Nurturing Parent (NP), Critical Parent (CP), Adult (A), Free Child (FC) and Adaptive Child (AC)
Summary
Human resourcing policies and help them to formulate strategies and practices (Sullivan et al, 2009) These prime findings along with previous literature works highlight the significance of this research paper. As Millennials move into leadership positions at workplace, it is critical to understand how the Gen Y‟s will adapt to changes at work and how work practices will change to adhere to the Millennial‟s needs. This forms as a background of this study, revealing the behavioral characteristics of Millennials who are designated as leaders at the workplace. Post a careful evaluation of survey results and previous works as stated in the review of literature, findings and discussions are presented of this paper; concluding with suggestions for future research
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