A study of implicit leadership theories of Gen Y and Gen X in Singapore.

• Main Authors: Tok, Eunice Yifang., Tan, Daryl Yan Liang., Lim, Shin Chiann.
• Other Authors: Jeffrey Cameron Kennedy
• Format: Final Year Project
• Language: English
• Published: 2011
• Subjects: DRNTU::Business::Management::Leadership
• Online Access: http://hdl.handle.net/10356/43687
• Institution: Nanyang Technological University

With Generation Y poised to become a large proportion of the workforce in the near future, it is crucial to understand their key characteristics and behaviours that set them apart from previous generations. This paper investigates differences in leadership perceptions between Generation X and Y in Singapore using Implicit Leadership Theories (ILTs). To measure ILTs in our context, we combined the Implicit Leadership Scale (ILS) developed by Epitropaki and Martin (2004) and Chinese Implicit Leadership Scale (CILS) developed by Ling, Chia, and Fang (2000). Of the ten dimensions from these scales, seven were hypothesized on. A survey-questionnaire methodology was chosen for data collection, and it was given to a sample of 205 Generation Yers and 108 Generation Xers via convenience sampling. We found significant evidence showing Generation Y viewing the dimensions of Personal Morality, Interpersonal Competency and Intelligence as being more characteristic of an effective leader than Generation X does. These results can be utilized by companies to modify their leadership development and selection policies, producing leaders who are perceived as being effective, thus aiding the motivation and retention of Generation Y. Individual managers can also tap onto these findings to adopt effective leadership styles to manage different generations at work. Nonetheless, our results also indicated that generational stereotypes are to be used as a form of reference and managers should not overlook the importance of individual variations within generations.