Leadership style: The X Generation and Baby Boomers compared in different cultural contexts

Abstract

Purpose

Western researchers have concluded that generational groups of workers have different work characteristics and prefer different leadership styles. This paper investigates whether Western research applies equally to generational groups in Taiwan's workplaces, specifically in the higher education sector and manufacturing industry.

Design/methodology/approach

A total of 20 higher education institutions and 148 manufacturing SMEs in machinery manufacturing in Taipei were identified. After operational definitions for constructs were defined, a questionnaire was developed and administered. After data had been processed through editing, coding and tabulation, a statistical technique was selected where research expectation tests could be conducted. In order to test construct validity, factor analysis was also performed. Multivariate analysis of variance (MANOVA) was conducted to test for any significant differences between the variables under investigation.

Findings

The research shows that generational groups in manufacturing industry have different work characteristics and require different leadership styles, while there were no differences in work characteristics and preferred leadership style for generational groups in the education sector.

Originality/value

The results of this research provide some direction for leaders and researchers. Leaders should recognise the different work characteristics between generational groups and apply leadership styles that will positively contribute to employee motivation.

Citation

Yu, H. and Miller, P. (2005), "Leadership style: The X Generation and Baby Boomers compared in different cultural contexts", Leadership & Organization Development Journal, Vol. 26 No. 1, pp. 35-50. https://doi.org/10.1108/01437730510575570