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A phenomenological study of Generati...

Jeffries, Mary Frances.

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A phenomenological study of Generation X executives in the United States' high -technology sector.

Record Type:	Electronic resources : Monograph/item
Title/Author:	A phenomenological study of Generation X executives in the United States' high -technology sector./
Author:	Jeffries, Mary Frances.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2002,
Description:	210 p.
Notes:	Source: Dissertations Abstracts International, Volume: 64-05, Section: A.
Contained By:	Dissertations Abstracts International64-05A.
Subject:	Social structure. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3059862
ISBN:	9780493753416

A phenomenological study of Generation X executives in the United States' high -technology sector.
Jeffries, Mary Frances.

A phenomenological study of Generation X executives in the United States' high -technology sector. - Ann Arbor : ProQuest Dissertations & Theses, 2002 - 210 p.

Source: Dissertations Abstracts International, Volume: 64-05, Section: A.

Thesis (Ed.D.)--Pepperdine University, 2002.

This item must not be sold to any third party vendors.

By the year 2015, members of the G.I., Silent, and Baby Boomer Generations will cease to hold the majority of executive positions in industries due to attrition and retirement. Generation X executives, individuals born between the years 1961-1981, will take over the helms. This generational shift raises the possibility of a major business upheaval if industries are not aware of how this next generation of executives will bring a different set of values, behaviors, attitudes, and leadership styles to the organization. The study's purpose was to examine the values, behaviors, attitudes, and leadership styles of a select group of Generation X executives within industry's high technology sector. The study identified similar and dissimilar elements in the leadership styles and behaviors of Generation X executives to determine if there was a peer personality, a set of collective values, behaviors, attitudes, and leadership styles among these executives. This phenomenological study addressed five research questions regarding the Generation X executive's (a){A0}values, (b){A0}behaviors, (c){A0}attitudes, (d){A0}leadership styles, and (e){A0}his or her methods of establishing loyalty to an organization. The sixteen Generation X executives who participated in the study were asked nine interview questions that correlated to the five research questions. Participants' answers to the interview questions were coded to highlight values, behaviors, attitudes, and leadership styles. The coded segments for each participant were then shaped into an individual profile. These individual profiles were used for data analysis. The research found that Generation X executives do have a peer personality, grounded in their shared humanistic values, a strong work ethic, a participative leadership style, and their willingness to seek out and accept leadership opportunities and challenges. The Generation X executives' peer personality carries implications for businesses regarding its recruitment, retention, and training of Generation X executives. There are also implications for educational systems that may have to better provide their students with leadership opportunities and practical, applicable job experience since Generation X executives place importance on these skills.

ISBN: 9780493753416Subjects--Topical Terms:

528995
Social structure.
Subjects--Index Terms:

Executives

A phenomenological study of Generation X executives in the United States' high -technology sector.
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520 $a By the year 2015, members of the G.I., Silent, and Baby Boomer Generations will cease to hold the majority of executive positions in industries due to attrition and retirement. Generation X executives, individuals born between the years 1961-1981, will take over the helms. This generational shift raises the possibility of a major business upheaval if industries are not aware of how this next generation of executives will bring a different set of values, behaviors, attitudes, and leadership styles to the organization. The study's purpose was to examine the values, behaviors, attitudes, and leadership styles of a select group of Generation X executives within industry's high technology sector. The study identified similar and dissimilar elements in the leadership styles and behaviors of Generation X executives to determine if there was a peer personality, a set of collective values, behaviors, attitudes, and leadership styles among these executives. This phenomenological study addressed five research questions regarding the Generation X executive's (a){A0}values, (b){A0}behaviors, (c){A0}attitudes, (d){A0}leadership styles, and (e){A0}his or her methods of establishing loyalty to an organization. The sixteen Generation X executives who participated in the study were asked nine interview questions that correlated to the five research questions. Participants' answers to the interview questions were coded to highlight values, behaviors, attitudes, and leadership styles. The coded segments for each participant were then shaped into an individual profile. These individual profiles were used for data analysis. The research found that Generation X executives do have a peer personality, grounded in their shared humanistic values, a strong work ethic, a participative leadership style, and their willingness to seek out and accept leadership opportunities and challenges. The Generation X executives' peer personality carries implications for businesses regarding its recruitment, retention, and training of Generation X executives. There are also implications for educational systems that may have to better provide their students with leadership opportunities and practical, applicable job experience since Generation X executives place importance on these skills.
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