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Millennial Leadership Experiences an...

Arellano, Kimberly I.

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Millennial Leadership Experiences and Development Needs for Manufacturing 4.0.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Millennial Leadership Experiences and Development Needs for Manufacturing 4.0./
Author:	Arellano, Kimberly I.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2017,
Description:	164 p.
Notes:	Source: Dissertation Abstracts International, Volume: 79-08(E), Section: A.
Contained By:	Dissertation Abstracts International79-08A(E).
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10744382
ISBN:	9780355684810

Millennial Leadership Experiences and Development Needs for Manufacturing 4.0.
Arellano, Kimberly I.

Millennial Leadership Experiences and Development Needs for Manufacturing 4.0. - Ann Arbor : ProQuest Dissertations & Theses, 2017 - 164 p.

Source: Dissertation Abstracts International, Volume: 79-08(E), Section: A.

Thesis (Ph.D.)--Saybrook University, 2017.

The manufacturing industry is facing significant challenges to attract and retain millennial workers and is predicting a short fall of 2 million workers in the years ahead. At the same time, the industry is changing as technology brings promise of new manufacturing processes and products to the future. Industry leaders have identified new leadership skills are required to guide manufacturing into the transforming future. As the next generation in the workforce, it will fall on the millennials to address these challenges. The research question was: How do millennial leaders in the manufacturing industry believe organizations are contributing to his or her development of evolving leadership skills needed to lead, attract, retain, and grow a millennial workforce by 2025?

ISBN: 9780355684810Subjects--Topical Terms:

516664
Management.

Millennial Leadership Experiences and Development Needs for Manufacturing 4.0.
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500 $a Source: Dissertation Abstracts International, Volume: 79-08(E), Section: A.
500 $a Adviser: Charles Piazza.
502 $a Thesis (Ph.D.)--Saybrook University, 2017.
520 $a The manufacturing industry is facing significant challenges to attract and retain millennial workers and is predicting a short fall of 2 million workers in the years ahead. At the same time, the industry is changing as technology brings promise of new manufacturing processes and products to the future. Industry leaders have identified new leadership skills are required to guide manufacturing into the transforming future. As the next generation in the workforce, it will fall on the millennials to address these challenges. The research question was: How do millennial leaders in the manufacturing industry believe organizations are contributing to his or her development of evolving leadership skills needed to lead, attract, retain, and grow a millennial workforce by 2025?
520 $a A qualitative interview study was conducted with ten participants of the millennial generation who are managers of people in the manufacturing industry. Each participant was asked 15 qualitative questions about their experiences with developing their own leadership skills, working with other generations, and attracting and retaining the next generation of the workforce. The responses were compiled, and patterns were identified and presented as chief findings of the attitudes and narratives of the participants.
520 $a The participants shared attracting millennials was not as big a challenge as retaining them. Most shared the experience that promotion into leadership and their leadership development journey was an informal process. They believe automation and technology will be a significant influence in the skillset needed by the workforce, and they are looking forward to the ideas and influences of younger generations. Millennial leaders voiced eagerness to learn from the older generations to help them better understand and adapt to a changing workforce.
520 $a The results of the research mean organizations need to think differently about how to integrate different voices and perspectives when developing the future state of the organization. The significance of this finding could play a role in developing effective leadership skills to address the changes and contribute to better organizational outcomes to meeting the challenges. Further study is needed to broaden the scope to other industries, generations, and geographical regions.
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