The Impact of Leadership and Talent Management: The Case of Generation Z in The Lebanese Retail Sector

Abstract

The current study’s objective is to understand the interplay between leadership and talent management. As a result, at every level of interactions between superiors and subordinates, leadership practices revolve around dimensions that affect positively talent management of Generation Z employees. This paper addresses a main research question that asks about the extent to whichleadership determinants enhance, the most, Generation Z’s[1] talent management at the workplace. The answer to the research questioncame in a manner that demonstrates the four hypotheses expected toward the start of the study, specifically the role of leadership and intrinsic motivation in motivation in positively affecting talent management among employees. A conceptual framework is established to estimate leadership factors that can, probably, affect Generation Z employees’ talent management. It is feasible to validate or to refute the pre-formulated hypotheses using the quantitative data that has been collected throughout the 212 surveys. Research variables explain Generation Z’s desire to evolve in retail corporate companies. It was judicious to start the empirical investigation with interviewing managers or HR experts of two big companies representing the industry as a whole. A correlation analysis, which found positive linear trends in the relationships between independent and dependent variables, was insufficient to support the four study hypotheses. As such, the four research hypotheses were investigated using a multiple regression model. In addition, for the results’ findings, the four research hypotheses have been validated. Such phase, prior to the quantitative technique, can make research findings more valuable. Generation Z members will be enticed by being recruited by a company where they believe that their corporate expectations will be met. Talent management is a new conception for enhancing human capital evolution in contemporary organizations. Avoiding classical ways for managing employees is all the alternatives to promote, internally, talents and therefore gaining a competitive advantage over counterparts.