1. Introduction
This research sets out to investigate into communication practices with reference to two different age categories of leaders i.e. generation X = 25-35 years and generation Y = older than 35 years.
1.1. Research Questions
1.2. Type of Data Collected
The researcher has collected qualitative type of data through the interviews and observations. Detailed responses from the leaders from both the categories of generations (explained later) were collected against ten open-ended questions devised for each of them. Apart from that, there are findings of panel discussion based on observations. These findings (both that of interview and observations) are presented in a separate section and discussed in detail in the section specified for data analysis and discussion.
2. Data Collection Methods
2.1. Type of Data
The research methodology revolves around qualitative approach utilized for data collection. In order to develop the desired level of insight into emotional intelligence of both the categories of leaders (generation X and generation Y), it is important to create room for critical discussion, exploration, and explanatory details. And, all these considerations can only be addressed through qualitatively collected information on the case of the study (Kothari, 2004).
2.2. Sample population
Since the study is based on a critical comparison between leadership style of generation X and generation Y, the researcher has selected six leaders (three from each category of generation) from six different healthcare organizations as a sample population for the study.
2.3. Sources of Data Collection
Two primary or firsthand sources of data collection are utilized for research including interviews and panel group discussion (Kothari, 2004). Interviews are based on an offline survey, as a semi structured questionnaire was handed over to the respondents and they were supposed to provide their qualitative responses to different questions. It was followed focus group discussion among these leaders facilitated by the researcher. In this way, the researcher endeavored to develop the understanding to similarities and disparities in the approach of both types of leaders allowing him to reach an appropriate conclusion.
2.4. Site Selection
The researcher prefers workplace settings for conducting interviews with leaders coming from generation X and generation Y. However, focus group discussion was conducted in informal settings to ensure maximum input by all participants. There was a large table with comfortable chairs arranged around that. Keeping the rank of the respondents in view, the discussion was conducted in the spacious and graceful room to keep it aligned with their mood and temperament.
3. Coding Procedures
Coding is performed on a Likert scale. Either of two figures i.e. ‘1’ and ‘2’ are assigned to each of the themes emerging from the discussion. ‘1’ represents the response of majority from generation X, while ‘2’ is referred to as majority’s response from generation Y to any particular theme. If a theme is supported by both categories of participants, it would be denoted as ‘1,2’.
4. Presentation of Data
Given above are some of the major themes that emerged during interviews and panel discussion based on interview questions. Detailed discussion on these themes is provided in the following section of the report.
5. Discussion
A. In Person Communication
The first theme, as shown in the table given above, is ‘in person communication’. All three leaders from generation X support the idea that indirect modes of communication are not effective most of the times. All the matters should be discussed with team members face to face, because it is the most effective way of solving a problem and making others understand the key points of any briefing.
For example, responding to very the first question all three respondents from generation X were in strong favor of a verbal mode of communication. By the same token, they also emphasized direct communication in group discussion. However, respondents from generation Y do not consider it much important and necessary to communicate always in person. To them, email, and other indirect methods of communication (such as involving middle managers) can also be effective if the messages are conveyed in understandable ways.
One executive from generation Y was even of the view that it is impossible for the leadership to have in person communication always due to being burdened by several other responsibilities. On the whole, leaders from X generation advocate face-to-face communication with employees on all matters and consider it the best approach to problem solving and dealing with challenges and issues.
B. Reliance on Direct Report
Two out of three leaders belonging to Generation X, however, support the idea of direct report and acknowledge its importance. They were also found in good relations with their direct reports, as they think that they play a key role in making the flow of communication smooth. However, one of the leaders from generation X was not in strong agreement with this idea. However, he also does not support the opinion held by the leaders of Generation Y. He considers that it is not important and wise to communicate every critical matter with the direct report as it is threatening to the secrecy of leadership policies. However, he also has direct reports and considers their role vitally important in certain situations.
C. Importance of Communication
This was one of the most centrally associated themes provoked by findings against questionnaire and observation. Also, this was the only theme supported by both the categories of respondents. For example, respondents and discussion participants from generation X and Y responded strongly in favor of the important role that communication plays with regard to almost all aspects of business and organizational matters.
For example, responding to a question relating to the importance of communication, all the respondents strongly agreed to the fact that it helps streamline all activities and adds a lot to organizational profitability. One of the respondents from generation X goes even farther to consider it the ‘backbone’ of managerial functions. To him, it is impossible to run a business without a mechanism for smooth flow of communication, as there can be no harmony between different departments and business activities in such an absence.
Findings of observations also show the same kind of tendency on the part of participants. However, there were some differences in opinions when it came to the important functions of communication. Most of the members from generation X apply the significance of communication to all dimensions of organization, while participants from generation Y exclude situations that they handle on their own without making known to others (as they mostly prefer to run the business independently).
D. Open Communication
Leaders from generation Y were strongly opposed to the idea of open communication. For example, responding to the question relating to ‘direct report’, two of the participants from generation Y argued that it is not wise to have direct reports. There is no case in relying on them, as leaders have to handle most of the matters by themselves without letting them come to others’ knowledge. In a group discussion, they pointed out that open discussion may bring negative implications for organizations as it is threatening to confidentiality and privacy.
On the other hand, leaders from generation X have no such reservations, as they think that it is extremely important to discuss and communicate all matters openly, as it aligns with the spirit of teamwork. Furthermore, these types of leaders are advocates of collaboration that cannot be implemented smoothly without open communication. They think that employees, as well as top management, hold key importance, and they need to be taken into confidence before proceeding with any critical action or decision. This was one of the issues on which there was an intense difference of opinion between both the parties participating in the interview and group discussion.
E. Teamwork
It is shown in the data presented in a table that majority of X participants support the theme of teamwork. 3/3 participants from Generation X recorded favoring remarks. Results of interview and observations perfectly align with each other. Generation X showed a strong tendency to teamwork with regard to communication, while Generation Y was found to be given to authoritative style in this regard.
Participants from generation X have their own view of organizational structure and style of operating. They mostly prefer the transformational style of leadership that is pillared on teamwork. This is the reason as to why they perceive it important to make in an integral part of teamwork (Hackers, and Roberts, 2003). Unlike Generation Y leaders, they like to communicate the ideas and issues directly and openly. They believe in face-to-face conversations with employees, while leaders from Generation Y prefer to involve managers to handle such matters. Hence, the findings from different sources such as interviews, observations, and existing literature are in the same direction with regard to this particular theme.
F. Command and Control
As shown in the table, the majority of participants from generation Y (i.e. 2 out of 3) manifested authoritarian style of leadership that is characterized by strict command and control. The findings of interviews are parallel to the key ideas emerged from the panel discussion. Hence, end-results can be considered valid and highly reliable.
The majority of leaders from generation Y does not support freedom of opinion for employees. Furthermore, they also do not consider it essential to take them into confidence in all matters. There is the least input of employees in important decision making processes that are undertaken solely (most of the times) by leaders. They prefer to communicate critical matters with top management (if necessary). In other words, there is no organized concept of collaboration to this category of leaders. However, one of these three leaders, contrarily, believes that a leader needs not necessarily be authoritative in all matters. He should switch between different styles of communication to manage people effectively. However, the data collected from both the sources, ultimately, supports the idea that leaders from generation Y are mainly inclined towards command and control with reference to communication contrary to leaders belonging to Generation X, who believe in ‘teamwork’ (as already discussed).
G. Reliance on Managers
All three participants (3/3) showed a clear preference for middle managers in their mechanism of communication. From the very first question in the interview, it was clear that they like to keep a considerable distance between leadership and subordinates. Therefore, they do not like to communicate directly to their workforce (most of the times). They also rely on middle managers for the purpose of briefing and making the things understand to people who are less technical than they are. Findings of observations also align with these results.
H. Understanding with Upper Management
There were serious concerns among leaders from Generation X when it came to managing relations with upper management due to the generation gap. However, all three leaders from Generation Y had no such issue. As a matter of fact, there was no generation gap between Generation Y category of leaders and their upper management that allowed for a high level of harmony and understanding among them. On the other hand, top management of leaders from Generation X itself belongs to Generation Y. Therefore, it is natural on their part to have some differences and misalignment between frame-of-mind and approach to different matters. Findings of group discussion conform to the results of the interview on this issue.
I. Mentorship
Reliance on mentorship is specific and one of the most prominent characteristics of Generation X. 3/3 participants belonging to Generation X group of participants have at least one mentor whom they can seek in case of personal as well as professional matters. His assistance holds much importance for them, and they like to be mentored where it can be in the best interest of their organization. Nonetheless, no such tendency was shown by Generation Y leaders who do not even have mentors. Findings of both interview and observation are parallel to each other when it comes to this particular theme.
6. Conclusion
Based on the insight gathered from the discussion, it is found that both the categories of generation are at divergence from each other in their approach to communication. The findings are highly reliable due to high frequency against each theme and alignment between findings of interview and observations on each issue.
Leaders from generation Y are mainly inclined to authority, command, and control. These characteristics also reflect in the techniques, tools, and strategies that they utilize for communication. On the other hand, leaders from generation X are strong believers of teamwork and collaboration, and these attributes contribute a lot to shape their approach to communication. Leaders from generation X are comparatively much more open to communication. They like to communicate and discuss the ideas in teamwork settings. To make sure that their messages are conveyed appropriately and effectively, they prefer in person or direct mode of communication.
Y generation leaders like to run business and organization on their own with no assistance or involvement. They do not like to be guided or dictated by others and mostly rely on their own knowledge and experience. On the other hand, leaders from X group of generation welcome any suggestions for improvement and listen to the advice of mentors from receptive minds. They are comparatively much more humble as compared to their counterpart under discussion. However, generation X, due to the generation gap, are not as successful in managing relations with upper management. Here, leaders from senior age category fairly surpass them.
On the whole, it is found that leaders from generation X have better and more effective approach to communication and their strategies (in this connection) are also better aligned with contemporary requirements.
References
Hacker, S., & Roberts, T. (2003). Transformational leadership: Creating organizations of meaning. Milwaukee, Wis: ASQ Quality Press.
Kothari, C. R. (2004). Research Methodology: Methods & techniques. New Delhi: New Age International (P) Ltd.
Popejoy, B., McManigle, B. J., & Center for Creative Leadership. (2002). Managing conflict with direct reports. Greensboro, NC: Center for Creative Leadership.
Appendix
Questionnaire
What, in your opinion, is more effective in written and verbal communication, and why?
Do you have a mentor?
How frequently do you take services of your mentor?
Do you seek mentor while faced by business-related challenges or in the case of personal issues?
Do you think communication is important in tackling challenges?
How do you manage work relations with employees?
How do you communicate with your direct report?
How do you explain a technical matter to a person with less technical knowledge that yours?
Is there a generation gap between you and upper management?
Do you think there is the difference between your communication with the direct report and with top management? Why if so?
