Millenials on the job market are no different to other generations - they come, they make some noise, they change many things and (most people forget that) they also change. It is a two way street. Would forget - this is also not a homogenic group - in fact I do not know too many millenials fitting the description well even though theoretically got some of them on my teams.

What I think is going to be necessary will be the ability for the ogranizations to make them stay a bit longer so that they can actually understand what the real life is and how to communicate properly in the society - as that is their single biggest weak point...

As long as technological progress in an increasing and educational pace This means that the leadership of future organizations will ignore the behavioral side of building leadership and trying to build driving skills to deal with advanced techniques

Please, read about adaptive, comunicative and transformational theory of leadership. Then add some knowledge about complexity and integrative thinking and you will find your own answer on this complex question

With information and communication technology, hybrid combinations of hierarchy, market, and network forms of organizing have appeared. As a result, what autocratic, bureaucratic, charismatic, situational, transactional, transformational, and other styles* of leadership (and associated management systems) found favor in the closed systems of yesteryear are (all the time more) consumed by fire-fighting and contribute less and less to the success of collective effort. We need to close the gap in knowledge of what time- and situation-specific modes—not styles—of leadership can support metagovernance of organizations in the future: these modes have to do with technical, cooperative, adaptive, and generative leadership—or combinations thereof.**

* Style refers to the way a person exercises leadership.

* Mode refers to the process of leadership.

Research Proposal Research Concept Paper for Leading Organizations of the Future

Technology has changed the we engage with staff. As millennials take up central leadership they carry with them the informality that has largely defined their generation. In a way millennials have an advantage and enjoy exposure that others may not or in a way that other are not. I also believe that the face of how organizations train, work, either globally or locally is going through a transformation. Outsourcing roles even leadership for highly motivated people is setting in. A need to cut costs and operated effectively takes stage. Increasingly because of how much information is out there, the leadership role of communicating the vision and direction is going to be on a downward trend leaders may be seen more in motivation, coaching.

Contemporary theories of leadership accentuate not so much on individual leaders as leaders, and leadership as a collective, shared process. Leaders are no longer just motivating other members organization, they perform rather the role of co-drivers and facilitators, helping people discover what motivates them and inspires them their striving for successful realization of their organizational goals achieving the vision of the company. In the context of the growing uncertainty of the business environment, innovatory leadership, adaptive leadership, strategic leadership, leadership in the context of Theory U (Scharmer, 2007) are appropriate. Successful leaders need to promote the introduction and manage the culture of innovation.

There is one fundamental truth with regard to leadership irrespective of past, present or future. It is the constant ability of the person (leader) to influence others by using power to achieve the organizational goals, not at the expense of well-being of others (people who are being influenced by the leader).

future leaders shall be able to understand the vision and mindset of millennial generation. They should have a transformational mindset (guiding).

I wrote a paper on this topic recently "The Skills Higher-Ed leaders Need to Succeed" and although its about higher ed leaders there is application for all leaders , even the millennials.

Briefly the 5 skills are 1) Anticipatory Thinking 2)A Tolerance of Risk and Failure 3) Be Effective conveners and Facilitators, not "answerers" 4)Courageous Decision Makers 5) Resilience.

The "givens" of leadership remain,:integrity, honesty, character... but these five need to be thought about

Organisations in future will look for participative or tranaformational leadership so that millennials can be led efficiently to ensure their engagement at workplace and longterm retention. However, leaders with knowledge and adaptive interest of industry 4.0 will also be preferred in future.

As far as millennial and gen Z employees are concerned, I think; sustainable business organizations' will look for " Communicative and Motivational" Leadership. Under the frequent changing paradigm of industry 4.0, to ensure the employee retention the most probable way could be motivation through proper communication. Lack of communication ( Organizational, Departmental goals, KPIs), inadequate motivation ( non financial) are the major challenges for HR professionals and Leaders to reduce Employee Turnover Intention.

From my point of view, Leadership is and always will be about gainingtrust so we earn the power to influence people. This basically needs for the leader to:

1. Be a good person

2. Do the right things (ethically) and do them right (Efficient)

3. Be passionate about both

4. Fully Emotionally Intelligent (Sense, Understand and Empathize with others)

5. Concerned with EI-Candidates recruiting

6. Visionary about positioning people in the right places

7. Concerned with fully developing people (Physical, Mental and Spiritually)

8. Exercise and apply Communication-Freedom-Responsibility-Transparency

9. Create and promote a self-managed open culture (momentum)

10. Humble and with a Servant Attitude regarding all of the above

I'm sure this will also work with the millennial and Gen Z

I have spent the last 15 years of my life working on this. We call them Transpersonal Leaders. They operate beyond their ego, continuing personal development and learning. They are radical, ethical and authentic while emotionally intelligent and caring. They create performance-enhancing and sustainable cultures.

See "Leading Beyond The Ego: How to Become a Transpersonal Leader" published by Routledge, March 2018. https://www.leadershapeglobal.com/lbte

Helicopter and T shape leadership styles will be needed to comply with the ongoing emerging smart organizations.

Prof. Tareq Shareef

American College of Dubai

Transformational leaders which are able to fast transform organizations according to market demands

Problem is, most leaders arrive with an ideology, a fixed view. The world will have far more Trumps than Gandhi. What happened to Mandala's idealism-followed so quickly by corruption?

considero que el Liderazgo transaccional,, es el que prevalecera en el futuro cercano

saludos

Innovative leaders are needed to contribute to organization development and growth. Innovation links the future needs to the actions which are expected to perform through leading by innovative vision.

Prof. Tareq Sh. Younus

ACD- UAE

The paper posted by Patrick Sanaghan gives a good grounding to this topic - thank you for that. Insofar as developing millennials and Gen Z into these types of "ideal" and transformational leaders within an organisation, a recent research project amongst PR practitioners on how to develop PR leadership in an organisation seems to indicate that these young professionals are very receptive to individual mentoring to achieve their professional goals.

It is a very practical and relevant question. Definitely the future leadership in the organisations will be the caring, mentoring, coaching and hand holding one. In one word this is the 'servant hood leadership' style, which going to win hearts of the employees to be fruitfully getting engaged with the organisations. Any shortcuts or smart styles won't be helping in the long-run.

liderazgo transaccional con inteligencia emocional

Servant leadership, and spiritual leadership will be enough to lead the next generation of organizations

Transformational leadership to inspire millennials and innnovative leadership to induce their creative minds will be needed for organisations of the future.

The leaders of tomorrow will need an increased amount of emotional inteligence, Vasudevan Arumugam I invite you to read some of my findings that may help you! Also, a great related read could be: Goleman, D., Boyatzis, R. E., & McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence.Boston, MA: Harvard Business School Press.

Ability to make tough decisions quickly and adapt to changing environments.

The Makings of a Successful School Leader

But what makes a successful school leader? How do you become truly effective as a principal or in a leadership position? While there is no one solution to successful school leadership, there are certain strategies, skills, traits and beliefs that many of the most effective school leaders share.

[RELATED] How to Advance Your Career: A Guide for Educators >> 

The following traits are common among the most successful school leaders.

1. They Understand the Importance of Building Community

Effective school leaders build and sustain reciprocal family and community partnerships and leverage those partnerships to cultivate inclusive, caring and culturally responsive school communities. This is an essential component of effective leadership and the best leaders know it. To build these community networks it is essential that school leaders are visible in their schools and community, develop trust and create a sense of transparency and shared purpose with parents, staff, community members and students.

Megan Tschannen-Moran, author and professor of educational leadership at the College of William and Mary, discusses the importance that trust plays in building communities in her book, “Trust Matters: Leadership for Successful Schools.”

Tschannen-Moran explains, “In schools with high levels of trust:

• Teachers are motivated and willing to try new strategies because they trust leaders to support them.
• Students are motivated and connected to the school because they trust their teachers.
• Families are supportive because the principal and teachers have built trusting relationships with them.”

2. They Empower Teachers and Cultivate Leadership Skills

Great school leaders know that they are not running a one-man show; that they cannot do it all alone. They know that they must surround themselves with great teachers and colleagues and not only that, they must fully support teachers and staff by encouraging them to continually learn, develop and perhaps most important, become leaders themselves.

It is no secret that when people are fulfilled and given opportunity for career growth, as well as autonomy and control over their careers, they are more productive, more engaged and more effective overall. In a recent Gallup poll, it was discovered that 31 percent of U.S. teachers are engaged in their work, while 56 percent are not engaged and 13 percent are actively disengaged. These statistics are startling to say the least.

Through offering professional development opportunities and support services to teachers, as well as by creating an environment where teachers are able to experiment, innovate and lead, principals can ensure a healthy environment for educators that will have positive repercussions for students. Another Gallup study found that “highly talented principals on Gallup’s Principal Insight assessment were 2.6 times more likely to have above average employee engagement at the schools they lead three years later.”

In his book, “What Great Principals Do Differently,” Todd Whitaker wrote:

“Great principals focus on improving the quality of the teachers within their buildings. By carefully hiring the best teachers, by supporting their efforts and their ambitions, by holding all staff members to high expectations, and by working to carefully support the individual development of each professional, principals impact student achievement.”

3. They Utilize Data and Resources

Successful school leaders use data, including standardized and school-based assessments, to drive continuous improvement through site-based decision-making for the express purpose of promoting equitable and culturally responsive opportunities for all students. The opportunities that data present are many and the most effective leaders are able to leverage that data to make strategic decisions to benefit their students.

One example of how data can reveal surprising results and help educators implement strategies to improve learning was discussed in an ASCD article:

“Staff members at Canyon View High School wanted to use their data to understand why more than half of the school’s 9th grade students failed the state reading proficiency examination. Working backward through the students’ education experiences to determine the earliest occurrence of a characteristic common to all students who had not passed the exam, the teachers were shocked to see that most of these students had missed up to 30 or 40 days in a 180-day school year when they were 1st graders.”

And according to the Wallace Foundation:

“When it comes to data, effective principals try to draw the most from statistics and evidence, having ‘learned to ask useful questions’ of the information, to display it in ways that tell ‘compelling stories’ and to use it to promote ‘collaborative inquiry among teachers.’ They view data as a means not only to pinpoint problems but to understand their nature and causes.”

4. They Have a Vision and a Plan

The very best leaders are also visionaries. They have a goal that they can unite a team around and a plan to help them get there. Not just that, but they are able to clearly articulate their school vision and goals.

Vision is perhaps one of the most important qualities a leader can have as it provides momentum and direction, not just for the team leader but for each and every team member. Of course, in order for leaders to be successful in pursuing their vision and enacting their plan, they must pair their vision with unrelenting passion. Vision and passion from an effective leader should generate inspiration, motivation and excitement that permeates throughout the school.

In a study published by the UK-based Education Trust entitled “Successful School Leadership,” it was reported that “effective headteachers provide a clear vision and sense of direction for the school. They prioritize. They focus the attention of staff on what is important and do not let them get diverted and sidetracked with initiatives that will have little impact on the work of the students.”

5. They Create Collaborative, Inclusive Learning Environments

Inclusive learning provides all students with access to flexible learning choices and effective paths for achieving educational goals in spaces where they experience a sense of belonging. The best educators know this and prioritize inclusivity, creating safe learning environments that nurture every student. Leaders that prioritize inclusive learning also typically believe that every person can contribute to the greater learning community and therefore they encourage collaboration between faculty as well as students.

“Perhaps the most critical role in successful inclusive schools is the role of the principal,” wrote the Inclusive Schools Network. “The school principal’s active participation is the single most important predictor of success in implementing change, improving services, or setting a new course. The school principal is central to facilitating systemic change and leading faculty to adopt new attitudes and new practices.”

6. They Are Passionate About Their Work

Passion is a critical ingredient for nearly anyone who wants to be successful and happy in their job. But passion is especially important for school leaders, who typically have a great influence on their school’s climate and culture.

Passionate people have a contagious energy that can greatly affect teacher satisfaction and drive as well as student performance. “All the knowledge in the world can’t make a good leader: It’s the care for the work and the people who collaborate with you that makes the difference,” wrote Forbes. “This is in large part because people want to follow a passionate leader. Someone who cares about not only the cause for which he or she is working, but also the other people who are involved in the effort. Passion for the projects, for the company and for the people involved are key to successful leadership.”

7. They Encourage Risk-Taking

What most educators already know is that failure can be the greatest teacher. Just as teachers should encourage risk-taking amongst their students in order to spur growth, truly effective leaders encourage risk-taking amongst their subordinates and colleagues by creating a supportive environment that rewards not just successful ideas or initiatives but effort as well, no matter the outcome.

“Failure is required for learning, but our relentless pursuit of results can also discourage employees from taking chances. To resolve this conflict, leaders must create a culture that supports risk-taking,” wrote the Harvard Business Review. “One way of doing this is to use controlled experiments — think A/B testing — that allow for small failures and require rapid feedback and correction. This provides a platform for building collective intelligence so that employees learn from each other’s mistakes, too.”

8. They Lead by Example

We’ve all heard the saying, “Do as I say, not as I do.” Of course, the irony is that actions are much more telling than words. Leaders who lead by example position themselves as tremendous role models for not only the students in their school or district but for colleagues and parents as well. A leader that leads by example almost always receives respect and admiration, without which he or she will find little luck in leadership. As philosopher and physician Albert Schweitzer once said, “Example is not the main thing in influencing others; it is the only thing.”

9. They Persevere – Staying with a School for at Least Five Years

Change, while good, can also be disruptive when it occurs too frequently. In the case of school leadership, it has been documented that frequent turnover results in a negative school climate, which in turn has a negative effect on student performance.

“Committed and effective principals who remain in their schools are associated with improved schoolwide student achievement. As a corollary, principal turnover is associated with lower gains in student achievement,” reported the Learning Policy Institute. “Principal turnover has a more significant negative effect in high-poverty, low-achieving schools — the very schools in which students most rely on their education for future success. The negative effect of principal turnover suggests that principals need time to make meaningful improvements in their schools. One study found that it takes, on average, 5 years of a new principal leading a school for the school’s performance to rebound to the pre-turnover level.”

The best leaders, therefore, are willing to commit to a school and persevere despite the obstacles or challenges. After all, realizing a vision doesn’t happen overnight; true transformation takes time. A leader’s commitment displays not only passion but dedication, which can have a tremendously positive effect on school culture.

10. They Are Lifelong Learners

Perhaps the most important of all qualities that a school leader can possess is the unquenchable thirst for knowledge. As John F. Kennedy said, “leadership and learning are indispensable to each other.” The best leaders, no matter what industry they work in, know they will never know it all. They are humble in their knowledge yet confident in their abilities. They’re endlessly curious individuals who never stop questioning, and learning. The Harvard Business Review put it perfectly when they said:

“It takes a real sense of personal commitment, especially after you’ve arrived at a position of power and responsibility, to push yourself to grow and challenge conventional wisdom. Which is why two of the most important questions leaders face are as simple as they are profound: Are you learning, as an organization and as an individual, as fast as the world is changing? Are you as determined to stay interested as to be interesting? Remember, it’s what you learn after you know it all that counts.”

The report also quotes the noted writer and professor John Gardner, who observed, “The best leaders I’ve gotten to know aren’t just the boldest thinkers; they are the most insatiable learners.”

“LEADERSHIP AND LEARNING ARE INDISPENSABLE TO EACH OTHER” —JOHN F. KENNEDY

It is hard to think of an industry where constant learning is more applicable than education.

To be a successful and effective leader is no easy feat. Yet, effective school leaders are desperately needed in thousands of schools and educational institutions across this country and around the world. As Kenneth Leithwood stated in a Hechinger Report, “Indeed, there are virtually no documented instances of troubled schools being turned around without intervention by a powerful leader.”

I think that leaders in the future (which is now!) will need to be able to create a sense of community, a "shared" vision, be tolerant of failure and risk taking and be deeply honest.

I am uncomfortable with the word"transformative" it feel too big to me.How about really effective leaders, we need a lot of them

More than before, today moral leadership has become important. Hence its development is essential without contextual differences. Also goals of the organization will have to be expanded to address current challenges which are being faced by HR Managers and other managers in contemporary organizations which are increasingly expected to serve not only owners and other direct stakeholders (customers, employees, and suppliers) but also society and environment. In the modern world, every organization and every manager must be concerned with making significant and positive contributions to environmental, social, and economic performance of the organization. Sustainability is the most important issue that you and I have to deal with now and will have to deal with in the future too from the point of Management. Hence leadership development on sustainable management will be a serious future trend.

So, in summary – yes, there are new, particularly communication related, leadership skills required to engage the Connected Generation. We also need to develop retention skills in our current leaders to deliver on the recruitment promise, especially as it becomes more difficult to offer the variety of experience required for an attractive career. As Industry 4.0 inevitably hits it is imperative that an eye is kept on developments in automation and codification of what we currently consider our core competences, and develop our future leader’s skills to lead effectively whichever new strategic direction we choose. In addition, digitalisation leads to a transformation of production, logistics, communication, and human resource management. Innovative approaches need to create value from digitalisation, connected smart devices, and establish new ways of communication and collaboration. As a result digital leadership focuses on instruments such as design thinking to solve complex problems and find desirable solutions.

While the filed of leadership is predominately guided by individual theories of practice (Northhouse, 2018; Yukl, 2006), with the advent of social media and collaborative structures the future seems to point towards a more inclusive participatory leadership models that activates networks for social transformation along a diffusion model (Rogers, 2003). This style may be better suited to take on the challenges of problems with high levels of wickidity (Rittel & Webber, 1973) which look to squarely confront the next three generations (Levin, Cashor, Bernstein, & Auld, 2012).

Henarath H. D. N. P Opatha , yes in 2015 Charles Koch in his second book "Good Profit" identifies in order to create long term value, you need to build on the guiding principles; moral & ethics of employees and business itself.

For the 21st Century and especially thinking about Millennials and Gen X we have developed what we call the "Transpersonal Leadership Development Journey". It involves increasing self-awareness, developing emotional intelligence to a high level, understanding how to use different leadership styles in different circumstances, and how to incorporate these styles and new behaviour in developing the right culture for the organisation. The advanced stage then involves bring values to full consciousness, improving judgement and decision-making using 5 brain processes and finally operating beyond the ego in service of the organisation and all its stakeholders - including the planet! The leader then has the behaviours, values and knowledge to make the right choices. They are able to lead organisations that are performance-enhancing, ethical, caring and sustainable.

See "Leading Beyond the Ego: How to Develop Transpersonal Leaders", published by Routledge..

Wisdom leaders

The paper aims to explore themes in Drucker's work which provide messages for current turbulent times. .....

Lamond, D., Lane, D. A., & Down, M. (2010). The art of managing for the future: leadership of turbulence. Management Decision.

This article discusses leadership from the point of view of Generations X and Y (primarily X)— what kind of leaders do they want to be? ......

Penney, S. H. (2011). Voices of the future: Leadership for the 21st century. Journal of Leadership Studies, 5(3), 55-62.

Vasudevan, given the increasing presence of the younger generation in the world of work, the type of leadership that workplaces develop has become more important than ever before. Whilst various leadership types abound, there is increasing interest in what it is that leaders really do and the methods they use especially as the world of work and external contexts continue to witness massive changes in technologies, in workforce composition, in socio-demographic and political shifts and other complexities. Interesting.

Future organizations should build their leadership on open, adaptable, fluid, and focused on delivering greater value to all stakeholders.

Empathy, adaptability are essential skills for future leaders.