It is an undeniable fact that the potence of a group outweighs the effectiveness of a single individual. Whether it is a business environment, a religious congregation, or a political relation entity, all organizations are made up of small groups that do to accomplish specific goals. It is apparent that the dynamics between the members of a group have a great effect on the outcome of its accomplishments, especially in the work environment. Being theatrical role of the cultural generation coined as the Millennials (born after 1980), I look at that group dynamics in the workforce are evolving as younger workers enter into careers. The sociological effects of instant colloquy tools and technology on current cultural generations are resulting in groups that are much democratic, collaborative and peer-oriented.
Member satisfaction is more(prenominal) strongly associated with a democratic style of leadershiphip (Johnson & Johnson, p.183). Millennials, in particular, are relationship-driven and want more interaction than previous generations. (Biren, 2009). As a result, the leaders that direct groups that have younger workers must adjust into a style of high-task/high-relationship leadership.
I work as part of the group in the Construction Engineering go program at my company and am one of the youngest members in a small team. I find that I stock constant feedback and a lot of two-way communication from the manager of the program as well as my peers. Among this group is other young worker who expects the same level of communication in ordinate to accomplish the mutual goals of the group. The director of the program who is considered to be part of the baby-boomers cultural generation (born between 1955-1964) has had to adjust his direction and leadership style considerably. As a result, the group has more meetings that are oriented towards promoting collaboration and measuring progress.
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