This exploratory, sequential, mixed methods study examined the conditions and approaches of public sector leaders who cultivate committed, productive public sector Millennial employees and determine the extent to which these conditions reflect leadership agility. Leadership agility is the ability to lead effectively in times of rapid change, uncertainty, and mounting complexity and when success requires consideration of multiple views and priorities. A total of 81 leaders and Millennials from across three levels of government were involved in the study. Phase 1 consisted of an online questionnaire of leaders who manage Millennial direct reports and Millennials in the public sector to measure managers’ leadership actions and their effect on Millennial subordinates’ organizational commitment and productivity. Phase 2 involved a focus group of managers and a focus group of Millennials to discuss and interpret the survey results. Study findings indicated that the public sector leaders who participated in this study regularly demonstrated the 18 leadership behaviors measured, although both leaders and Millennials wanted leaders to practice these behaviors more frequently. All 18 behaviors were believed to enhance Millennials’ organizational commitment and productivity. Participants reported they would like public sector leaders to increase their expert leadership by becoming highly competent. Additionally, participants reported that agile leadership behaviors have a significant impact on Millennials’ organizational commitment and productivity. These findings suggest that public sector leaders should develop their abilities to demonstrate expert, achiever, catalyst, and co-creator leadership and organizations should define performance standards that correspond to these traits. Additionally, leaders are advised to strengthen their leadership competence and better communicate their vision and be consistent in carrying and pointing out how the organization is meeting its goals. Regarding their direct interactions with Millennials, leaders need to (a) ensure they are readily and regularly accessible to their Millennial direct reports and (b) cultivate their willingness and tactics for welcoming their staff members’ personal and professional aspects.
|Commitee:||Henderson, Lenneal, Metcalf, Gary|
|School Location:||United States -- California|
|Source:||DAI-A 78/05(E), Dissertation Abstracts International|
|Subjects:||Management, Public administration, Organizational behavior|
|Keywords:||Leadership, Leadership agility, Millennials, Organizational commitment, Productivity, Public sector|
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