New, Rare Research Examines Millennial Leaders' Views on Leadership

Estimated reading time: 3 minutes

• Start or amplify the dialogue to resolve the discrepancy in future leader skills. If organizations turn a blind eye in this area, both Millennial leaders and CEOs will be frustrated with what top leaders become. Millennial leaders will develop themselves in a fashion that may contrast sharply with what today’s CEOs believe is important for successful leadership. 
• Reinforce the corporate imperatives of ethics, profitability, stakeholder needs, and environmental responsibility. Research has found that companies with a well-defined social mission tend to outperform their peers in revenue growth. 
• Address the “I’ll need to leave if I want to keep ascending” misperception. More so than their older peers, Millennial leaders are more likely to feel that they will need to change organizations to reach the highest leadership level. 

“While the similarities in leadership perspectives far outnumber the differences, there are some significant divergent views that need to be addressed,” said Rich Wellins, Senior Vice President of DDI. “Our study assists organizations in addressing the areas of contrast by detailing key, evidence-based practices – ones that will go a long way in better preparing Millennials for higher level leadership positions.” 

“CHROs need clear, actionable steps to best develop Millennials, a rapidly growing portion of the workforce,” said Peter Fasolo, Executive Vice President and Chief Human Resources Officer of Johnson & Johnson, which participated in the study. “From engagement to mentoring to workplace preferences, this research addresses key components to help organizations maintain or gain an edge.”

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