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Do leadership behaviour preferences differ among generations? A qualitative

study of Gen X, Y, and Z in India

Article in Asian Business & Management · March 2024

DOI: 10.1057/s41291-024-00266-5

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National Insurance Academy
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Asian Business & Management
https://doi.org/10.1057/s41291-024-00266-5

ORIGINAL ARTICLE

Do leadership behaviour preferences differ

among generations? A qualitative study of Gen X, Y, and Z
in India

Ruchika Yadav1 · Sushama Chaudhari1

Received: 30 June 2021 / Revised: 21 December 2023 / Accepted: 23 December 2023

© Springer Nature Limited 2024

Abstract
The workplaces of the 21st Century are multi-generational, wherein employees of
different generational groups—from experienced Baby Boomers to the new-bees
Gen Z—work alongside. Entry of the youngest generation—Gen Z—into the work-
force has challenged the dynamics of leading teams at workplaces. Literature has
established consensus that employees of each generational group have unique expec-
tations and preferences for leadership behaviour. However, it has not been addressed
adequately, especially in the Indian context. Since work performance is impacted
significantly by how a leader leads his/her team, we contribute to the existing body
of knowledge by building upon the behavioural theory of leadership. We adopted
qualitative research methodology to explore the leadership behaviour preferences of
Indian Gen X, Gen Y, and Gen Z employees in a multi-generational work environ-
ment. Our findings provide ample evidence of both differences and similarities in the
leadership behaviour preferences of the Indian Gen X, Gen Y and Gen Z employees.

Keywords Leadership preferences · Leadership behaviour · Generations at work ·

Gen X · Gen Y · Gen Z · Qualitative study · India

Introduction

The 21st Century workplaces offer diversity not just in terms of culture, gender, eth-
nicity and race but also in terms of age wherein individuals of four consecutive gen-
erational groups- from experienced Baby Boomers to the new bees—Gen Z—work
alongside as employees (Kyles, 2005; Spence, 2009; Yadav & Chaudhari, 2018).
Even though multi-generational workplaces existed earlier too, the flattening of the
organisational and hierarchical structure in contemporary organisations has brought

* Ruchika Yadav
ruchikayadav@niapune.org.in
1
National Insurance Academy, 25, Balewadi, Baner Road, NIA P.O., Pune 411045, India

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