Introduction

The authors of this Leadership Quarterly article question whether five

contemporary leadership theories are relevant to Millennials (those born
between 1981-1997 who make up the largest generation cohort of the
working population as of 2015).

This paper is an important read for all leaders and HR professionals whose
leadership approaches are based on current theories.

The five leadership styles called out in this article are as follows
(definitions from Wikipedia):

Transformational leadership: Leaders that follow the

transformation style of leading, challenge and inspire their
followers with a sense of purpose and excitement.

Information processing: Focuses on the role of social perception

in identifying leadership abilities.

Leader-member exchange: A relationship-based approach to

leadership that focuses on the two-way (dyadic) relationship
between leaders and followers.

Authentic leadership: Emphasizes building the leaders legitimacy

through honest relationships with followers which value their input.
By building trust and generating enthusiastic support from their
subordinates, authentic leaders are able to improve individual and
team performance.

Ethical leadership: is leadership that is directed by respect for

ethical beliefs and values and for the dignity and rights of others.

Findings
Anderson et al highlighted important generational shifts or gaps, based on a broad range of cited research
studies. They conclude that Millennials:

Seem to be more individualistic and less altruistic at work than earlier generations of employees
and have lower concern for others

Value work-life balance and meaningful lives outside of work, including leisure activities

They argue that these gaps can impact a leaders ability to manage and influence. Fifteen propositions are
advanced in an attempt to highlight the limitations and currency of the five current leadership theories.
These are summarized in the table below.
Several of our most widely researched theories of leadership may be stretched by the
changing dispositions and values of the work force. We would contend that generational
shifts have dictated a reevaluation of the applicability of many of our classic leadership
approaches how they might be useful in leading the newest generation of organizational
entrants. Given the generational shifts that have been discussed, managers and future
researchers need to be mindful of both the adequacy and adaptability of these theories for the
latest organizational entrants.

The authors conclude with five recommendations for leaders on ways to adapt each of the
current leadership theories, as well as practical steps for HR leaders. They offer suggestions
for future research, pointing out that as the workforce changes, so too must the leadership
theories. The authors note that Millennials are already assuming leadership roles and it is
important to understand how they may be different because of the generational shifts.