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Archives of Business Research – Vol. 9, No. 5

Publication Date: May 25, 2021

DOI:10.14738/abr.95.10191.

Davids, I., Appiah, K., Davids, G., & Ofori, F. N. K. (2021). The Effectiveness of Transformational Leadership: A Qualitative-Based

Study on Millennial Perceptions in South Africa. Archives of Business Research, 9(5). 28-46.

Services for Science and Education – United Kingdom

The Effectiveness of Transformational Leadership: A Qualitative- Based Study on Millennial Perceptions in South Africa

Inga Davids

Brunel University, London, UK

Kenneth Appiah

University of Cumbria, London, UK

Gregory Davids

University of Western Cape, South Africa

Felix Nana Kofi Ofori

REACT Humanitarian Network, Oxford, UK

ABSTRACT

The purpose of this article/study is to examine whether the individualistic nature

of millennials undermines the efforts of transformational leadership in achieving

organizational objectives. Design/methodology/approach – The study adopted a

qualitative research method with a semi-structured interview approach, using 10

millennial professionals in South Africa. The participants had attained at least two

years of work experience across different industries with diverse specialisms. The

Interviews were transcribed and a thematic analysis was adopted to analyze the

data. Findings - The findings revealed that where organizational objectives and

millennials aspirations conflict, a leader’s ability to creatively manage and motivate

millennials to prioritize the organization’s goals over their ambitions, will result in

a productive outcome for both. Thus, the argument that leaders who show caring

dispositions, provide frequent feedback as well as recognize the contribution of

millennials; are strategically placed, to lead them in re-orienting their aspirations

towards the realization of organizational goals. Originality/Value - Although some

studies have proposed that follower characteristics may moderate the effectiveness

of transformational leadership, there is little/no empirical research to confirm this

proposition. However, this study/article contributes to the transformational

leadership debate, contending that millennials are organizational asset possessing

creative, novel and proactive energy, which should be managed in the broader

context of organizational objectives to enhance their welfare and that of the

organization respectively.

Keywords: Transformational leadership, millennials, motivation, individualistic nature

and 21st century workplace

INTRODUCTION

Within the modern working environment, the workforce are variedly described as Boomers,

Gen X and Gen Y (also known as millennials) (Bennett, Pitt and Price, 2012; Van Rossem, 2018).

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Davids, I., Appiah, K., Davids, G., & Ofori, F. N. K. (2021). The Effectiveness of Transformational Leadership: A Qualitative-Based Study on Millennial

Perceptions in South Africa. Archives of Business Research, 9(5). 28-46.

URL: http://dx.doi.org/10.14738/abr.95.10191

The latest generation to enter the workforce is the millennial generation who continue to enter

the workplace at an increasing rate (Dulin, 2008; Stewart et.al, 2017). Inquiry into how this

millennials are managed coupled with their expectations of leadership practices, have been

examined in some circles (Myers and Sadaghiani, 2010; Anderson et al., 2018). Studies showed

that millennials have different attitudes and expectations towards the workplace than previous

generations (Anderson et al., 2018; Ng, Schweitzer and Lyons, 2010). For example, Boomers

prefer leaders who are dependable and Generation X prefers leaders who are perceptive whilst

millennials tend to associate with authenticity (Anderson et al., 2018; Ng, Schweitzer and

Lyons, 2010). This raises the question whether current leadership theories and practices are

relevant in addressing the expectation of the millennials at the work place.

Transformational leadership style has gained popularity over the years because it adopts

different approaches in motivating followers than other leadership styles (Yukl, 1999; Jung,

Chow and Wu, 2003). Studies have been conducted about transformational leadership over a

wide range of disciplines- the military, business and education (Dvir et al., 2002; Judge and

Piccolo, 2004). Similarly, there is also a view that transformational leadership spans call-centre

agents and senior managers (Grant, 2012; Bayler, 2012; Zhu, Avolio and Walumbwa, 2009).

However, those studies have little exploration into transformational leadership from the

perspectives of millennials, thus a gap exists in literature warranting this research.

Notwithstanding this gap, there are arguments supporting as well as opposing the efficacy of

transformational leadership (Masi and Cooke, 2000; Bronkhorst, Steijn and Vermeeren, 2015).

Harvey and Buckley (2002) acknowledged that a paradigm shift is occurring, and that the

former management thinking no longer serves the changing landscape of contemporary

business needs, especially leadership. Also, outdated and flawed beliefs continue to thrive in

management sectors (Buckley et al., 2015). These beliefs are firmly entrenched and posed

increasing challenges for management (Buckley et al., 2015). Conversely, there is a recognition

in some academic circles proposing the need to re-evaluate current leadership theories and

practices in order to offer alternative solutions that are congenial to promoting an environment

in which millennials can be led and developed, creatively (Dulin, 2008; Anderson et al., 2018).

Thus, as the millennial generation grows so its presence in the workplace deepens, thus

organizational leadership needs to adapt its behavior to attract and retain this cohort and

nurture them (Anderson et al., 2018; Naim and Lenka, 2018).

In light of the above, this article/study seeks to answer the above question as structured below:

Literature review - leading the generational workforce; leadership underpinnings;

transformational leadership approach; methodology, methods and analysis; discussion of

results; leadership expectations; source of motivation; conflict of interests; millennial

motivation; value as well as conclusions with implications.

LITERATURE REVIEW

There is a contemporary debate that expectations among millennials regarding leadership

practices conflict with organizational values, particularly in South Africa. A generation is

typically defined as a group of individuals born within a similar time period and who may share

common social experiences (Lyons and Kuron, 2014). Each generation is shaped and influenced

by a set of experiences and opportunities that affect their attitudes and behaviors (Lyons and

Kuron, 2014; Yi et al., 2015). Studies suggest differences across generations with respect to

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Archives of Business Research (ABR) Vol. 9, Issue 5, May-2021

Services for Science and Education – United Kingdom

work values, work-life balance, teamwork preferences, career expectations and leadership

preferences (Lyons and Kuron, 2014; Anderson et al., 2018; Chou, 2012). The Boomers grew

up in the era of the civil rights and Women’s movements and assassinations of political leaders,

including the Vietnam War (Lyons and Kuron, 2014). These events contributed to shape most

Boomers as ‘results driven’ and ‘loyal to their employers’ (Twenge et al., 2010). Traditionally,

the Boomers preferred working in an environment which accommodates private breakaway

and collaborative spaces (Bennett, Pitt and Price, 2012).

Generation X is shaped by events such as higher rates of divorce, economic uncertainty and

organizational downsizing (Twenge et al., 2010). These developments had implications for this

generation by making it less committed to an organization since it seeks boundaries between

work and family relations (Twenge et al., 2010). With respect to workplace style, this

generation values individualistic tendencies and prefers separate spaces and personal

workspaces (Bennett, Pitt and Price, 2012).

Contrary, born and socialized in an age of technological evolution driven by the internet, and

plagued by the financial recession and its association with business collapses, the millennial

generation emerged as a unique group of workforce, needing a leadership that understands and

is able to motivate them to realize the dual goals of organizational objectives and their personal

aspirations (Twenge et al., 2010; Lyons and Kuron, 2014). These events not only formed

millennials as ‘digital natives’, ‘tech-savvy’ but also earned them the accolade ‘quick learners’

(Bennett, Pitt and Price, 2012). While this generation is recognized for their technological

savvy-mindedness and confidence; they are also known for the frequency with which they

change employers and employments. Thus, millennials prefer remote workplace style,

flexibility, open and fun-oriented spaces, which hardly conform to hierarchical leadership and

its structures (Bennett, Pitt and Price, 2012).

The preceding debates resonate with the premise that the emergent workforce (millennials)

have a set of workplace behaviours and expectations that are different from what past

management and organizations have previously encountered (Dulin, 2008; Twenge and

Campbell, 2008). Despite similarities across generations, it is often their differences that induce

conflicts and problems within the workplace (Twenge and Campbell, 2008; Bennett, Pitt and

Price, 2012). Appreciating these varying attributes and qualities allow organizations to

configure jobs, arrange work conditions and communal spaces that address the peculiar needs

of this generation (Twenge et al., 2010; Bennett, Pitt and Price, 2012). To achieve productivity

in an organization with millennial workforce requires creative leadership endowed with the

knowledge, skills and emotional intelligence, to deploy strategic goals in a manner that is

sympathetic not only to the growth of the business but also promote the wellbeing of the

workforce, beyond the vestiges of traditional management (Ofori and Sarpong,2020).

LEADING THE GENERATIONAL WORKFORCE

The value of having effective leaders in organizations underpins the capability to motivate,

support and guide individuals (Grant, 2012; Yukl, 2012; Anderson et al., 2018). To understand

millennials’ expectation of leadership, it is critical that managerial and intuitive skills are

harnessed to explore how leadership expectations can be deployed in harmony with this

generations’ ambitions (White and Saunders, 2017). According to Sessa et al., (2007) Boomers

value leaders who are dependable, diplomatic and have a clear focus. In contrast, Generation X