Developing the Next Generation of Globally Responsible Leaders: Generation Y Perspectives and the Implications for Green HRD. (November 2015)

• Record Type: Journal Article
• Authors: Williams, Sue; Turnbull, Sharon
• Other Names: Scully-Russ Ellen guest-editor.; Cseh Maria guest-editor.
• Is Part Of: Advances in developing human resources. Volume 17:Number 4(2015)
• Page Start: 504
• Page End: 521
• Publication Date: 2015-11
• Subjects: Generation Y -- leadership for sustainability -- globalization -- Green HRD role and processes -- globally responsible leadership; Personnel management -- Periodicals; Organizational effectiveness -- Periodicals; Human capital -- Periodicals; 658.30105
• DOI: 10.1177/1523422315599623
• Languages: English
• ISSNs: 1523-4223

Abstract

The Problem: Middlebrooks, Miltenberger, Tweedy, Newman, and Follman note that leaders from the next generation need to both understand sustainability and have the capabilities to guide others in achieving the vision of a greener future. The purpose of this article is to discuss how Generation Y (Gen Y), who are currently moving into leadership positions worldwide, perceive the concepts of the greening of society. It then reflects on whether there are implications for Human Resource Development in developing the relevant skills and reflexive knowledge to lead in a sustainable way. The Solution: Our article proposes that deeper understanding of the experiences, attitudes, values, and behaviors of this generation in relation to environmental and social issues will enable HRD practitioners to develop a more effective sustainable approach to the education, training, and development of this group over their career span. The article draws on written assignments from two groups of Gen Ys, one group had written essays on sustainable leadership as part of a selection process for a global organization's conference on responsible leadership, the other were from a group of final year undergraduates on a business studies program at a U.K. university. The Stakeholders: A very important group of stakeholders are the HRD academics and practitioners who wish to be in the vanguard of developing the ethos, capability, and behaviors that will enable Gen Y to actively promote and lead globally responsible organizations in the future. In addition, researchers interested in generational differences, leaders and other HR practitioners who recruit Gen Y employees as well as Gen Y people themselves who might wish to reflect on their approach to work may all find some resonance within this discussion.