2018032004341120180309060613formulating_leadership_part_i
Resources: The Art and Science of Leadership, Ch. 6 and
video
Your company’s Vice President of Human Resources has approached your team for assistance in recruiting and developing your organization’s future leaders. 60% of your company consists of millennials and your team has been charged with how to successfully increase the number of millennials as leaders in your organization. At this time, senior management is reluctant and disinterested in promoting the millennials to leadership roles. Your team created your plan in Week 2 -Part I of this assignment. Now, you are expected to develop a presentation for your senior leadership that will motivate them to encourage millennials as leaders in your organization.
Re-examine your plan from Part 1 as a team.
Create a 10- to 15-slide Microsoft® PowerPoint® presentation with speaker notes that contains the following components:
- Determine how to cultivate millennials as leaders.
- Include the pathway necessary to accomplish this goal by identifying the objective(s), methods of achieving the objective(s), and ways to measure success.
- Evaluate how transformational leadership may assist in this process.
- Include at least one video presentation within a slide.
- Showcase some of the best practices needed by companies in order to prepare future leaders.
Cite a minimum of three peer reviewed sources not including your text.
Format your assignment consistent with APA guidelines.
MATERIALS
- Formulating Leadership Part I
- The Art and Science of Leadership, Ch. 6
I Grading Guide
Formulating Leadership Part I
Management Roles: Leading
Running head: FORMULATING LEADERSHIP 1
FORMULATING LEADERSHIP
4
Formulating Leadership Part I
Team B
Derrick Bradley, Shandra Simmons, Kreg McCabe
Johnny James, Terrion West
LDR/300
Dr. Sarita Wesley
March 12, 2018
University of Phoenix
Formulating Leadership Part I
Best Practices to Increase the Number of Millennial Leaders
There is a diverse number of methods our team could put in place to promote growing amounts of millennial leaders in an organization. Millennial leaders are often result driven and appreciate the environment that fosters a mindset of entrepreneurial thinking and creativity. It is essential for millennials not only be able to come with creative ideas to the table but also to be able sell the plans and distribute. Teaching and utilization of techniques such as lean start-up principle and design thinking are potent ways to utilize the innovation and millennial consider them as valuable (Russell, 2016). Another way to support millennial leadership in an organization is by listening to what they have to say and giving them a voice. It makes them feel welcomed and be part of the organization; experienced leaders often make the mistake of doubting millennial leader’s potential and end up shutting them out, and promoting a conservative environment which is not the fair view millennial share these days.
Giving millennials power in the society is also a best practice in which they have presented some opportunity to be involved in the activities that happens in the professional surrounding makes them more motivated. Millennials feels more valued when they are given an opportunity to participate in decision making and by so doing their skills will be improved (Marcinkus Murphy, 2012). In addition, millennials will be more devoted if they are supported in strengthening and expanding their connection and network alongside to practice useful communication skills both with their peers and executives and are in better place to express their views in certain problem-solving decisions in an organization.
Other practices that enhance the growth of young leaders in an organization are to provide them with ways to engage in the community, plan ways to promote feedback exchange because millennials like to know where they stand and what they can do to get better results. Organizations must also be able to change, evolve, and allow multifaceted approaches for millennial leaders to develop. The use of new technologies, recognition programs, and company’s paid benefits that promotes learning and provides skills and tools for their employee’s professional development also makes a stance in the integration of millennial leaders to an organization (Marcinkus Murphy, 2012).
Explain how you would present the information to senior managers in your company
For companies that chase long-term success and achievement, it is essential that they recognize the increasing size of the millennial market in the work force, and the need for senior leadership to start developing them as leaders. According to “Brookings Data Now” (2014), “75% of the 2025 human resources will be millennials.” It is crucial that organizations begin developing them as leaders and provide the tools, which can aid in their success. At present, the baby boomers, or generations X, have been leading the charge in leadership in the human resources, but it is time organizations developed the future leaders of tomorrow. Our team will present to senior managers a PowerPoint presentation explaining the need for the change. In doing so, we will highlight the reason behind the need. It is inevitable that millennials will eventually take over the workforce, as today’s leaders will have to retire eventually, so why not begin grooming those who will take our place. The time is now to empower millennials with authority to make decisions and allow them to learn from their actions and or even failures. Millennials want security and want to know that they will be treated as individuals and that their efforts will be acknowledged.
References
Brookings Data Now. (2014). Retrieved from
https://www.brookings.edu/blog/brookings-now/2014/07/17/brookings-data-now-75-percent-of-2025-workforce-will-be-millennials/
Marcinkus Murphy, W. (2012). Reverse mentoring at work: Fostering cross-generational learning and developing millennial leaders. Human Resource Management, 51(4), 549-573. doi:10.1002/hrm.21489
Russell, J. (2016). The “how to” guide to millennial talent. Strategic HR Review, 15(5), 231–232. doi:10.1108/shr-06-2016-0047