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dc.contributor.advisordu Plessis, Marieta
dc.contributor.authorEbrahim, Ahraas Begum
dc.date.accessioned2017-09-14T13:28:27Z
dc.date.available2017-09-14T13:28:27Z
dc.date.issued2017
dc.identifier.urihttp://hdl.handle.net/11394/5564
dc.descriptionMagister Commercii (Industrial Psychology) - MCom(IPS)en_US
dc.description.abstractPurpose - The landscape of the world of work as we know has changed dramatically in the last decade. We have complex organizations compounded by multiple generations co-existing in the workplace. This phenomenon brings about different dynamics in organizations, progressive leaders if understood and managed correctly, could potentially capitalize on. The purpose of this paper is to understand the different generations and whether these generations require different leadership styles. The paper furthermore attempts to investigate whether different generations prefer different job resources. Design/Methodology/Approach – This research study uses a quantitative approach to determine whether there are indeed significant differences between the different generations and the leadership style they prefer as well as the job resources they prefer. Findings - Although no statistically significant differences were found between the different generations and their preferences for the specific leadership styles, the descriptive statistics regarding preference for leadership style across the generations, indicated that individuals from all generations indicated a preference for transformational leadership. Regarding preference for job resource dimensions, the results yielded a statistically significant difference in the preference for Advancement in Generation Y. Originality and Value – This research paper sheds further light on the understanding of different generations namely Baby boomers, Generation X and Generation Y. The paper maps out the preferred leadership style and preferred job resources of generations and allows business leaders an enhanced understanding of their employees.en_US
dc.language.isoenen_US
dc.publisherUniversity of the Western capeen_US
dc.subjectGeneration Xen_US
dc.subjectGeneration Yen_US
dc.subjectTransformational leadershipen_US
dc.subjectTransactional leadershipen_US
dc.subjectPassive avoidant leadershipen_US
dc.subjectLeadershipen_US
dc.titleRelationship between generation theory, leadership style and job resources in a cleaning services organization in South Africaen_US
dc.rights.holderUniversity of the Western Capeen_US


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