Adapting leadership theory and practice for the networked, millennial generation

Current research offers a complex perspective on the main characteristics of Millennials (or Gen‐Ys, as they are also called) as a generation in which knowledge is acquired, shared, and created as an extension of the primacy of relationships and networks and embedded in the connections that information technology provides. Aspects of the servant‐leadership model provide a context from which to examine the construction of workplace practice (action) and purpose (meaning) among members of the Millennial generation. However, theories developed in previous generations are not automatically applicable and require critical examination and adaptation if they are to offer an understanding of means for motivating and influencing Millennials toward more broadly defined goals and aspirations in multigenerational workplaces. After a review of recent literature, we conclude that future organizational paradigms will have to develop a multigenerational collaborative culture. With this in mind, we discuss how service leadership contributes to these new networked and collaborative organizations to help Millennials flourish and prepare them for leadership positions as well.