000			03242nam a2200409Mi 4500
001			on1245364372
003			OCoLC
005			20240725181419.0
006			m d
008			210309s2020 gw o 00| 0 eng
015			_a21,O04 _2dnb
016	7		_2DE-101 _a1228860882
020			_a9783346329172 _q(pa(print & electronic)rback)
035			_a(OCoLC)1245364372
040			_aGWDNB _bger _erda _cGWDNB
041	0		_81\p _aeng
044			_cXA-DE-BY
049			_aSBIM
050	0	4	_aHD57.C875.O743 2020
100	1		_82\p _aCowlrick, Lea _e1
245	1	0	_aOrganisational Leadership and Generation Z _bAn empirical research of Transformational Leadership and Generation Z _cLea Cowlrick _hPR
260			_aMunchen _bGRIN Verlag _c2020.
300			_a84 pages : _bcharts ; _c21 cm
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
520	0		_aBachelor Thesis from the year 2020 in the subject Business economics - Review of Business Studies, grade: 1,0, language: English, abstract: Generation Z are individuals born between 1995 and 2010 who are growing up in a digital work. However, Transformational Leadership is a relatively recent theory of leadership, shown to be effective across various industries. Leaders who cultivate a Transformational Leadership style are able to work together with their followers towards higher goals and shift expectations and perceptions. Thus, this thesis was initiated to test the hypothesis that Transformational Leadership theory is effective for Generation Z. A web-based survey based on Transformational Leadership was designed to assess Generation Z's expectations of effective leadership. Therefore, 15 statements were individually assessed and then grouped together into the 5 dimensions of Transformational Leadership to determine if Generation Z expressed more importance for any specific dimension. Finally, a depth interview was designed based on the Transformational Leadership theory to see how leaders incorporate Generation Z's expectations effectively into their organisation. A total of 147 respondents from Generation Z answered the survey with 15 statements. Statements with the most important expectations were ''a leader should promote his followers' further development'' and ''a leader should have confidence in their followers''. When all 15 components were put together to form the five dimensions of Transformational Leadership, the following dimensions were most important to Generation Z: Inspirational Motivation and Idealized Influence Attributes. Further analysis showed that Idealized Influence Behaviour becomes increasingly important with more working experience. Furthermore, three managers were selected for depth interviews from the aviation industry, automotive industry, and an educational foundation for disadvantaged children.
530			_a2 _ub
653			_aLeadership.
653			_aGeneration Z.
653			_aTransformational Leadership.
653			_aEffective Leadership.
655		0	_aResearch.
655		0	_aBachelor Thesis.
942			_cBK _hHD _i2021-2022 _k58.21 _m2020 _npamp _RBUSINESS _O112-5418106-6437027
999			_c3525 _d3525
902			_a1 _bCynthia Snell _c1 _dCynthia Snell