The Reluctance of Gen Y to Embrace Leadership Roles: Insights into Modern Workplace Dynamics

Abstract

This conceptual paper examines Generation Y's reluctance to assume leadership roles in contemporary workplaces, emphasizing the interplay between personal values, organizational culture, self-efficacy perceptions, and motivation to lead. Generation Y emphasizes the importance of work-life balance and stability, frequently viewing leadership positions as incompatible with these principles. Extremely hierarchical structures and unclear promotion systems within organizational culture have a substantial impact on self-efficacy and leadership motivation. The perception of self-efficacy acts as a mediating variable that connects personal values and organizational culture to leadership aspirations. Enhancing self-efficacy through customized leadership programs, mentorship, and constructive feedback can help organizations address Generation Y's reluctance to assume leadership roles. The findings establish a basis for future research to investigate the influence of generational and cultural contexts on leadership motivations and to develop strategies for fostering effective leaders from Generation Y.