My objective is to discuss generational approaches to networking. I learned that the probability of organizations having six generations in the current workforce is highly probable (Wang, 2018). The Veteran (silent) generation, Baby Boomers, Generation X, Millennials (generation Y), Generation Z (iGeneration), and Generation Alpha possibly could exist in any given organization.

• I had to Read -
  • Chapters 5 and 7 in my textbook below here:

MULTIGENERATIONAL CONSIDERATIONS Is employee loyalty long gone and never to return? How many people do you know today who have been with one organization for 20, 30, or 40 years? More often, we hear employees say organizations are not loyal to or don't value them. We are told that new generations are self-absorbed, loyal to themselves, and ready to shut down or jump ship at the first sight of un- happiness or challenge. How can strategic leaders sustain long-term success if followers are short-term and moving through a revolving door? Can we go back in time to provide a family-oriented workplace in which people are happy to dedicate most of their life if not many years to one organization? Or are multiple careers in one's lifetime the new norm? Baby boomers, Gen-Xers, and Millennials are found in leadership positions at every level today. Our workplaces are made up of individuals from five generations: vet- eran generation (traditionalists); baby boom generation (baby boomers); Generation X (Gen-Xers); Generation Y (Millennials); and Generation Z (iGeneration/Homelanders). Table 5.1 illustrates the generational labels and timelines according to Bencsik, Horvath-Csikos, & Juhasz (2016). These multiple generations are working with and leading each other. As baby boomers move into retirement and pass the baton more and more to Gen-Xers and Millennials, how should strategic leadership evolve to consid er developing workplaces that have more Millennials, Home-landers, and the new Generation Alfa employees? As organizations have experienced internal struggles and challeng es resulting from generational differences, insight and lessons learned have emerged signifying a need for a transformation in leadership (Jiff, 2016). No longer can organizations ignore internal disruption that nega- tively impacts productivity, progress, and the bottom line. Moving forward, strategic leaders must balance an external and internal focus reviving a fo- cus on human assets. Strategic leaders cannot be blind to internal needs, sacrificing their human assets for a laser focus on external shareholders. There is much written about the high costs to organizations for recruiting,Community leadership in this context emerges, rather than being ap- pointed or "voted in" (Lichtenstein et al. (2006). Kirk and Shutte (2004) argue that the emergent leader has three goals: Helping individuals connect with goals . Helping members collectively explore the possibilities and potenti- alities of connecting with a common goal . Helping to create and sustain a creative space where collective lead- ership can flourish. It will foster collaboration and enable different voices to be heard. The leadership will not necessarily come from just one direction or person (p. 241). Thus, as noted previously, community leadership is a social process rather than an individual one, which means that while an individual may help a diversity of stakeholders enter into a relationship, identify common goals, and identify and implement collective action, the leader is not always the leader, and leadership may shift as stakeholders move from the process of problem identification through to implementing action and evaluating outcomes. Lauzon (2017a) compares this ongoing emergence of leader- ship to improvisation in jazz. In the context of jazz, different musicians step forward to replace those who are soloing, while the soloist "retreats," and with other members of the ensemble creates the musical space for the emergent soloist. In the context of community leadership, new leadership roles may be required as stakeholders engage in an ongoing social and learning process. Like the jazz soloist, they must surrender leadership to an emerging "soloist" or leader. Continuing with the musical metaphor, tradi- tional leaders (as individuals) are ascribed formally as the leaders much like conductors of an orchestra They are by virtue of their role as conductors and the ascribed authority that defines the role, in charge of what happens, and each follower must follow a conductor's lead just as the formal leader is in charge and controls process and outcomes. Conductors and formal lead- ers determine goals, pathways, and desired outcomes. Community leaders, however, are more akin to jazz musicians whereby one person leads for a while and then others step forward to facilitate the process as determinedpopulation such as heat stress, Berry, Bowen, and Kjellschron (2010) note that climate change also has an impact upon our mental health. It may have a direct impact on such disorders as post-traumatic stress as a result of experiencing extreme weather events, or it may have an indirect impact on mental health arising from "chronic loss and failure which may manifest itself in helplessness depression, chronic psychological distress and general anxiety" (p. 125). This indirect impact tends to be cumulative and arise after exposure to a variety of ongoing climate change adversities. And while we often think of the impacts in terms of individuals, or per- haps families, the consequences of global climate change can have an impact upon community well-being "through damage to the economic and conse- quently the social fabric of community (Berry et al., 2010, p. 125)." Adger, Burnett, Marshall, and Obrien (2013) highlight the cultural dimension of climate change, arguing that climate change can disrupt communities and create a sense of dislocation that can then undermine communities, their values, and the nonmaterial assets they value, in addition to more tangible impacts such as undermining or destroying environmental integrity and/ or livelihoods. Given the size and resources available (and in some cases the geography), rural and small communities will be impacted in different ways than larger urban and metropolitan centres (Wall & Marzall, 2006). There are essentially two strategies in which we are attempting to meet the challenges of global climate change. First, there are mitigation strategies. Mitigation, as Lauzon (2017a) has noted, is relatively straightforward, focuses on energy use, and involves very few systems. Essentially, it is a strategy that governments seek to employ-although one could argue not very success- fully to date-to limit or eliminate CO, emissions into the atmosphere while developing and implementing nonpolluting technologies. As Lauzon argues, the solutions are relatively simple if the political will is there. The second strategy is adaptation. Here Lauzon (2017a) notes, adapta- tion is a much more complex process than mitigation and can be character- ized as a "wicked problem." There is a need to explicate the idea of wicked problems before proceeding with the discussion of adaptation. While the concept of wicked problems was first articulated in 1967 (Lau- zan 9017h) it has become need more fromently to understand the worldWhen we consider wicked problems then, we are acknowledging complex- ity. Churchman (1967, p. 141) described wicked problems as a "class of social problems which are ill-informed, where information is confusing, where there are many clients and decision-makers with conflicting values, and where the ramifications of the whole system are confusing." Table 7.1 provides a com- parison between "tame problems," or those problems we approach through reductionism and linear cause/ effect that characterizes the mechanistic para- digm, and wicked problems, which are characterized by complexity. Attempted resolution of wicked problems, according to Lauzon (2017b) begins by engaging stakeholders, recognizing there will be differing TABLE 7.1 Tame Problems Versus Wicked Problems Characteristics Tame Problems Wicked Problems The problem The definition of the problem also No agreement exists about what unveils the solution the problem is. Each attempt to The outcome is true or false, create a solution changes the successful or unsuccessful problem. The solution is not true or false- the end is assessed "better" or "worse," or "good," or "bad." The role of The problem does not change The problem changes over time. stakeholders over time. The causes of the Many stakeholders are likely to problems are determined have differing ideas about what primarily by experts using the real causes are. scientific data. The "stopping" The task is completed when the The end is accompanied by the rule problem is resolved. stakeholders' political forces, and resource availability. There is no definitive solution. Nature of the Scientific protocols guide the Solution (s) to problem is (are) problem choice of solutions. based on "judgements" of The problem is associated with multiple stakeholders. low uncertainty as to system The problem is associated with components and outcomes. high uncertainty as to system There are shared values in the components and outcomes, desirability of outcomes. These are not shared values with respect to sorietal analsFive Practices of Exemplary Leaders Kouzes and Posner (2012) have conducted research on leaders for over 30 years and have determined that five exemplary leadership practices have stood the test of time: model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. Will these five exemplary leadership practices apply in 2030 and beyond? Emphatically, we believe so. The concepts Kouzes and Posner (2012) share are straight- forward acknowledging that leadership is relationship, which will be ever more important in the future. The challenge comes in the execution of all five practices seamlessly. Think about whether one leader will need to be exemplary in all five practices or if there could be synergy between multiple leaders accomplishing the same things in a distributed team environment. Kouzes and Posner (2012) recognize that leadership starts with self, is available to everyone, and found within all levels of an organization. These five exemplary practices serve as a strong foundation for integrating nu- anced approaches for meeting all generation's needs and expectations. Strategic leaders must know who they are and what values drive their ac- tions and behaviors as they set the example (model the way) for their fol- lowers. At times, leaders will become followers so they need to appreciate when it is time to take the lead and when it is time to fall back and allow someone else to lead. Will Generation Alpha be adept at being both lead- ers and followers growing up in simulated gaming environments that foster effective skills in both? Will our future workspaces be more matrix-like due to a flattened and dispersed structure where leaders may not have direct authority over followers? We believe there will be a need for leaders to be comfortable with distributed and shared leadership. When strategic leaders are authentic, they are true to who they are and exhibit behavioral integrity (Leroy, Palanski, & Simons, 2012). Generation Alpha will not stand for inauthenticity and will look for leaders and orga- nizations they can get behind and believe in. Kouzes and Posner (2012) found four characteristics consistently rose to the top as desired by followers regardless of country, culture, organizational function, or hierarchy. Those top four characteristics are: honesty, forward-looking, competency, andWe propose that the future of strategic leadership won't look like command and control. It won't represent the authoritarian or the hero at the top of the hierarchy. The future of strategic leadership will look quite different in collaborative working environments that are ever-evolving. There are the megatrends in play that will continue to impact corporate environments, organizations, teams, and individuals through 2030. According to the Hay- Group (2014), megatrends are explained as "long-term processes of trans- formation on a global scale with a broad scope and dramatic impact" (p. 2). Figure 5.1 outlines the six megatrends identified by the HayGroup in con- junction with Germany-based foresight company Z-Punkt. With these six megatrends influencing major change within workplaces and in how we communicate and collaborate in our lives, leaders will be entering uncharted territory. However, a beacon we can hold onto is the cultivation and development of strategic leaders for this new era. As we noted at the beginning of this chapter, exemplary strategic leaders need to be maestros orchestrating complexity in simplified and straightforward Individualization Digital lifestyle Demographic change Technology convergence Globalization 2.0 Changing working patterns Climate change Corporate environment Organization Personal and team level