What do millennials expect from leadership positions?
As millennials are aging, they will be the trend setters for the recruitment industrie’s pathway and standards.
The above graph shows what millennials expect do be able to achieve once they reach leadership positions according to the continent they live in.
African millennials answered that their strongest desire is to be able to coach or mentor others. This is expected from a continent in which few have had the opportunity to reach college or university level studies. This wish is explainable due to the general existing desire to further develop the continent as a whole and give further opportunities to others.
Asia-Pacific on the other hand presents compressed preferences with the strongest being a strong desire to have higher personal earnings, very similar to central and eastern Europe.
A common denominator between Latin America, North America and Western Europe is that millennials mostly desire to influence the company which they work in. This can be understood through the point of view in which companies have already a longer tradition once compared to regions such as Africa or Middle-East, making it a strong wish of millennials to influence the companies which they have consumed products, making their contribution visible in the products offered as a result of their efforts.
The Middle-Eastern millennials display a different perspective on what they most desire once compared to all others: they want the power to make decisions! Interesting once compared to the rest of the regions, which this is a much lower ranking priority.
All regions have one low-ranking desire in common ffor leadership positions: Staff responsibilities. This can say a good deal about millennials in general in this aspect. They want the power to influence, higher earnings and even the chance to mentor and coach others, but don’t feel that they are ready for the staff responsibilities which may come along.
Do you think millennials are ready for traditional leadership positions?
BASED ON: Harvard Business Review