5 Skills Leaders Need to Manage Early-Career Talent Effectively
Young workers are the future of our workforce. Are we giving them the leadership they need to thrive?
The need for good leadership transcends generations. Regardless of age, employees crave guidance, inspiration, and a supportive environment to thrive.
Generation Z, the first generation born entirely in the 21st century, is rapidly entering the workforce. Younger generations will face a more dynamic and constantly evolving work landscape compared to their predecessors. Therefore, equipping them with the skills and resources to navigate this change in a healthy and sustainable manner is crucial.
These digital natives bring a unique set of values, expectations, and skills that challenge traditional leadership styles. Understanding how to effectively lead this generation is can assist in creating a thriving and engaged work environment. We know for those in the early career phase, their success hinges heavily on the leadership they receive.
While numerous factors contribute to overall organisational health, studies consistently highlight the crucial role leaders play in supporting and guiding early-career individuals. This article explores five key leadership strategies, supported by research, that resonate with young professionals, fostering their engagement, motivation, and growth.
1. Champion a Transformational Leadership Style
Transformational leadership, characterised by its focus on individual growth and fostering a sense of purpose, has been found to be effective in supporting young workers 1,2. Leaders who embody this style actively seek opportunities to empower their team members through coaching, highlighting strengths, and setting clear expectations while encouraging open communication 3, 4.
This approach aligns with the intrinsic motivators often present in younger workers, who crave opportunities to learn, grow, and contribute meaningfully 5. Research suggests that transformational leadership fosters a sense of psychological safety, allowing young workers to feel comfortable taking risks and voicing their ideas 6. This, in turn, can lead to increased innovation, collaboration, and ultimately, organisational success.
2. Embrace Flexibility and Individuality
Studies show that early-career professionals often value flexibility and autonomy 1). Leaders who demonstrate adaptability by offering employees some control over their work style and schedule (e.g., remote work options) can create a more engaging work environment. Additionally, research suggests that encouraging creativity and fostering a space where individuals can express themselves authentically can significantly impact young workers’ sense of belonging and satisfaction 6.
This aligns with the diverse personalities and preferences of younger generations entering the workforce. Offering flexible work arrangements caters to individual needs and acknowledges the evolving nature of work-life priorities. Additionally, fostering a culture of creativity allows young workers to leverage their unique perspectives and skillsets, leading to a more diverse and innovative team environment.
3. Cultivate a Psychologically Safe Environment
Psychological safety, where team members feel comfortable taking risks and offering diverse perspectives, is crucial for innovation and collaboration 6. Leaders who actively create this environment by fostering open communication, actively listening, and celebrating learning opportunities from challenges can unlock the full potential of their teams.
Research suggests that psychologically safe environments are particularly important for young workers, who may be hesitant to speak up or challenge the status quo due to a lack of experience or confidence 6. Leaders who actively promote psychological safety can create a space where young workers feel valued, respected, and empowered to contribute their ideas and perspectives. This, in turn, fosters trust, collaboration, and, ultimately, a more engaged and productive workforce.
4. Foster a Culture of Work-Life Balance
Leaders who acknowledge the importance of work-life balance for younger generations demonstrate empathy and understanding. Recent research by Deloitte 7
indicates that a significant portion of Gen Z and millennial employees prefer hybrid work models with clear expectations, highlighting the desire for flexibility AND structure. Additionally, studies suggest that redesigning job descriptions to reflect individual preferences and implementing regular feedback and recognition processes can contribute to a more engaged and motivated workforce 8.
Prioritising work-life balance demonstrates respect for young workers’ personal lives and well-being, ultimately increasing employee satisfaction and retention. It’s crucial to remember that a healthy work-life balance benefits not only the individual but also the organisation, as it can lead to reduced stress, burnout, and absenteeism, while fostering increased productivity and engagement.
5. Champion Mentorship and Development Opportunities
Mentorship programs and opportunities for supervised practice play a significant role in supporting early-career professionals. Research by Eby & Robertson 9 highlights the distinct benefits of mentorship, providing career guidance and personal and professional growth beyond what leaders alone can offer. Additionally, studies show that supervised practice, as reported recently by Justice Jayne Jagot 10, can be highly beneficial for young professionals, allowing them to learn and develop their skills in a supportive environment.
Investing in mentorship programs and development opportunities demonstrates a commitment to the long-term growth and success of young workers. Mentorship programs can provide valuable guidance, support, and networking opportunities for young professionals, while supervised practice allows them to apply their learning in a safe and controlled environment. Young workers report a desire for mentoring whereby they can refer to, and model, successful people’s behaviour, with many young workers choosing to work for a supervisor with leadership and mentoring capabilities 11, 12. Mentoring initiatives contribute to a more engaged and productive workforce, ultimately fostering a competitive advantage for the organisation in the ever-evolving landscape of the talent market.
By adopting these five leadership strategies, informed by research and best practices, HR and business leaders and managers can create a work environment that not only fosters the success, engagement, and long-term career development of early-career professionals but also positions the organisation as an employer of choice. Recognising and nurturing the potential of young talent is crucial for ensuring the sustainability and success of any organisation in the face of a rapidly changing workforce landscape.
References
1 Sessoms-Penny, S., Underwood, K. M., & Taylor, J. (2023). A decade later: exploring managerial insights on millennials. Management Matters, 20(1), 36–52. https://doi. org/10.1108/MANM-03-2022-0044
2 Yap, W. M., & Zainal Badri, S. K. (2020). What Makes Millennials Happy in their Workplace? Asian Academy of Management Journal, 25(1). https://ejournal.usm.my/aamj/article/view/93
3 Gallup. (2016). How millennials want to work and live. https://www.gallup.com/workplace/238073/millennials-work-live.aspx
4 Valenti, A. (2019). Leadership Preferences of the Millennial Generation. The Journal of Business Diversity; West Palm Beach, 19(1), 75–84.
5 Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331–362. https://doi.org/10.1002/job.322
6 Edmondson, Amy C. and Bransby, Derrick P., Psychological Safety Comes of Age: Observed Themes in an Established Literature (January 2023). Annual Review of Organizational Psychology & Organizational Behavior, Vol. 10, Issue 1, pp. 55-78, 2023, Available at SSRN: https://ssrn.com/abstract=4337247
7 Deloitte (2022). Global Gen Z and Millennial Survey. Country Profile: Germany. https://www2.deloitte.com/content/dam/Deloitte/de/Documents/Innovation/Deloitte%20Millennials%20Gen%20Z%20Survey%202022_GERMANY.pdf
8 Xu, M., Cao, X., & Lu, H. (2023). Leave or not to leave? The impact of managerial work life support and work engagement on the outcomes of work-to-life conflict for China’s new generation employees. Asia Pacific Business Review, 1-23.
9 Eby, L. T., & Robertson, M. M. (2020). The psychology of workplace mentoring relationships. Annual Review of Organizational Psychology and Organizational Behavior, 7, 75–100. https://psycnet.apa.org/doi/10.1146/annurev-orgpsych-012119-044924
10 Jagot, J. (2023). Burning bright without burning out. 2023 Minds Count Lecture.
11 Banović, S. R. (2022). Career development and mentoring in Croatia: Recent findings and pandemic implications. 375–392. https://hrcak.srce.hr/ojs/index.php/eclic/article/view/22435
12 Barhate, B., & Dirani, K. M. (2022). Career aspirations of generation Z: a systematic literature review. European Journal of Training and Development, 46(1/2), 139–157. https://doi.org/10.1108/EJTD-07-2020-0124
