A leader who recognizes the excellent effort and is quick to correct and assist

A leader who recognizes the excellent effort and is

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undertake challenging assignments and become the best in their fields. A leader who recognizes the excellent effort and is quick to correct and assist when things go wrong. However, on the other hand, millennials have little patience with the organizational bureaucracy. Hence, the leader must be able to identify how the hierarchy can be relaxed and aligned with the needs of the millennials without compromising the integrity of organizational processes. Description of High-Quality Relationships Herzig & Treffler (2018) conducted qualitative research about leader-follower relationships in a multi-generational workplace. The study focused on relationships between Baby Boomers and Millennials, and how leader-follower relationships evolved. The study noted that the quality of the relationships between these groups of employees depended on nine factors, which included level of openness in the communication based on honesty, work climate, ability to learn from each other, mindset towards change, appreciating each other, trust, intensity of relationship, respect, and the perceptions. Herzig & Treffler (2018) notes that Baby Boomers and Millennials can have a fulfilling work relationship in the leader- follower relationships if they are open-minded and willing to learn from each other. They come from a different set of cultures, and openness to change shall truly test the kind of relationship they are trying to establish at the workplace. Howe & Strauss (2009) agree with this assessment by noting that a lot of cross-generational problems between leaders and
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followers arises due to the pains of change. When the leader and followers belong to different generations, change cannot be imposed on one party, but there is a need for patience and honest effort by both sides to compromise and fashion a relationship that they enjoy and work for them ((Smith, Roebuck, & Elhaddaoui, 2016). Otherwise, there is a danger that stereotypes may take the better of both sides, relationship shall be difficult to establish, and work environment unbearable for both sides. Herzig & Treffler (2018) also observes that the quality of the relationship the leader and follower are able to establish does not entirely depend on their efforts. Other external pressures also influence the extent to which they can compromise and commit to each other. For instance, the culture at the workplace is a combination of the organizational policies, and the relationship established by members of different generations as well. Therefore, the intensity of the relationship between the leader and follower is ameliorated by the external pressures. For instance, millennials tend to dislike formality and conformity to rules they feel add no value in their work. Ertas (2015) notes that pressure from the culture at the organization may inhibit the extent to which a leader, who is a Baby Boomer can accommodate such needs. In fact, (Smith, Roebuck, & Elhaddaoui (2016) explains that it is easy for a Baby Boomer to feel that the Millennials is a difficult employee, than to make the hard compromises which may be required to accommodate such an employee. Ultimately, the Millennials also has the responsibility of making the task of the leader easier. Millennials can
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