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Liderança em Transição: As Preferências de Millennials e Geração Z em Ambientes Organizacionais Contemporâneos
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Abstract(s)
A coexistência de diferentes gerações no mercado de trabalho, em particular os Millennials (1981–1996) e a Geração Z (a partir de 1997), coloca novos desafios às práticas tradicionais de liderança e gestão de talentos. Estas gerações tendem a valorizar o equilíbrio entre vida pessoal e profissional, bem como autenticidade e empatia nos líderes, contrastando com modelos hierárquicos convencionais e exigindo uma adaptação contínua por parte das organizações. Neste contexto, o presente estudo teve como objetivo analisar as perceções de ambas as gerações relativamente aos estilos de liderança, identificando expectativas, preferências e implicações para a retenção de talento. A investigação baseou-se na aplicação de um questionário a 100 profissionais de uma empresa de aviação sediada nos Emirados Árabes Unidos. Os dados foram analisados com recurso ao software SPSS (versão 25), integrando estatísticas descritivas, testes comparativos de análise de variância (ANOVA) e análise fatorial exploratória com rotação Varimax. O instrumento revelou consistência interna adequada, avaliada pelo alfa de Cronbach, e permitiu identificar seis fatores que sintetizam as perceções de liderança das duas gerações. Os resultados indicam que os Millennials valorizam sobretudo estilos de liderança transformacional e transacional, associados ao reconhecimento, ao feedback contínuo e a oportunidades de crescimento profissional. Por sua vez, a Geração Z atribui maior relevância à liderança servidora, autêntica e inclusiva, destacando a empatia, o bem-estar, a diversidade, a ética e o alinhamento com o propósito organizacional. Estes achados confirmam a existência de diferenças significativas entre gerações e reforçam a necessidade de líderes capazes de articular práticas transformacionais e servidoras, criando contextos organizacionais que respondam às expectativas emergentes. Conclui-se que uma liderança eficaz em ambientes intergeracionais deve combinar inspiração, inovação e orientação para resultados com práticas que assegurem empatia, inclusão e bem-estar. Estes contributos oferecem implicações teóricas e práticas para a gestão de pessoas em organizações contemporâneas, salientando a importância de ajustar estilos de liderança às especificidades geracionais como estratégia de retenção de talento.
The coexistence of different generations in the workforce, particularly Millennials (1981–1996) and Generation Z (from 1997 onwards), brings new challenges for traditional leadership practices and talent management. These generations tend to prioritize work–life balance, as well as authenticity and empathy in leaders, contrasting with conventional hierarchical models and demanding continuous modification by the organizations. Within this context, the present study aimed to analyze the perceptions of both generations regarding leadership styles, identifying their expectations, preferences, and implications for talent retention. The investigation was based on a questionnaire administered to 100 professionals from an aviation company based in the United Arab Emirates. Data were analyzed using SPSS (version 25), incorporating descriptive statistics, comparative tests via analysis of variance (ANOVA), and exploratory factor analysis with Varimax rotation. The instrument demonstrated satisfactory internal consistency, evaluated using Cronbach’s alpha, and revealed six factors that synthesize the leadership perceptions of both generations. Results indicate that Millennials primarily value transformational and transactional leadership styles, associated with recognition, continuous feedback, and opportunities for professional development. Conversely, Generation Z places greater emphasis on servant, authentic, and inclusive leadership, highlighting empathy, well-being, diversity, ethics, and alignment with organizational purpose. These findings confirm significant generational differences and underscore the need for leaders capable of integrating transformational and servant leadership practices, fostering organizational contexts that meet emerging expectations. It is concluded that effective leadership in intergenerational environments should combine inspiration, innovation, and result orientation with practices that ensure empathy, inclusion, and well-being. These contributions provide both theoretical and practical implications for people management in contemporary organizations, emphasizing the importance of adjusting leadership styles to generational specificities as a strategy for talent retention.
The coexistence of different generations in the workforce, particularly Millennials (1981–1996) and Generation Z (from 1997 onwards), brings new challenges for traditional leadership practices and talent management. These generations tend to prioritize work–life balance, as well as authenticity and empathy in leaders, contrasting with conventional hierarchical models and demanding continuous modification by the organizations. Within this context, the present study aimed to analyze the perceptions of both generations regarding leadership styles, identifying their expectations, preferences, and implications for talent retention. The investigation was based on a questionnaire administered to 100 professionals from an aviation company based in the United Arab Emirates. Data were analyzed using SPSS (version 25), incorporating descriptive statistics, comparative tests via analysis of variance (ANOVA), and exploratory factor analysis with Varimax rotation. The instrument demonstrated satisfactory internal consistency, evaluated using Cronbach’s alpha, and revealed six factors that synthesize the leadership perceptions of both generations. Results indicate that Millennials primarily value transformational and transactional leadership styles, associated with recognition, continuous feedback, and opportunities for professional development. Conversely, Generation Z places greater emphasis on servant, authentic, and inclusive leadership, highlighting empathy, well-being, diversity, ethics, and alignment with organizational purpose. These findings confirm significant generational differences and underscore the need for leaders capable of integrating transformational and servant leadership practices, fostering organizational contexts that meet emerging expectations. It is concluded that effective leadership in intergenerational environments should combine inspiration, innovation, and result orientation with practices that ensure empathy, inclusion, and well-being. These contributions provide both theoretical and practical implications for people management in contemporary organizations, emphasizing the importance of adjusting leadership styles to generational specificities as a strategy for talent retention.
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Keywords
Liderança Geração Millennial Geração Z