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• W156968696 abstract "INTRODUCTION Change is coming faster and faster for organizations. Many organizations feel that modest structure changes and slight strategy modifications are enough to counter popular cultural influences. As the baby boomer generation retires, a new generation of leaders will replace them. These new leaders will cross age, gender, race, and geography. A recent Department of Labor report, Futurework: Trends and Challenges for the Work in the 21st Century, reveals that this rapid demographic shift will impact the future dynamics of organizations (Department of Labor, 1999). The purpose of this article is to provide an exploratory insight related to the new dynamics of a new workforce in American culture. This paper addresses two major objectives. The first objective is to identify the values of the current workforce and compare it with the Emergent Workforce in 21st century organizations. The second objective is to propose possible leadership styles in order to address any value chasms with workforce transition. The following discussion will be investigated: (a) an evaluation of the current workforce, (b) the Emergent Workforce value issues, and (c) possible solutions to issues of value alignment in the future. ORGANIZATIONAL CULTURE Corporate culture plays a critical role in organizational value formation. Organizational culture relates to the underlying set of key values, beliefs, and norms shared by the workforce. Organizational culture development is amazing considering different people have varying values. Furthermore, Bass (1999) maintained that collectivistic values strengthen commitment within an organization. Malphurs (2004) argued that organizational values co-exist on two planes: personal and corporate. Core organizational values guide the operations. On a personal level, individuals have a set of core values that dictate their actions. Organizational leaders then find themselves as institutional advocates; they influence how followers perceive organizational values. The values and beliefs of an individual are embedded in a culture and affect a leader's behavior. Therefore, an effective organization must contain leaders with high integrity who understand their corporate culture. However, Hackman and Johnson suggested that leaders cannot simply impose their values on followers. Given this perspective, there is an obvious possibility that personal and organizational values may clash. If leaders do not possess morals consistent with the organization's values, there may be problems. In fact, Draft (1991) argued that individuals within an organization find themselves dealing with competing values. Therefore, leaders must prioritize which values are the most important for them and their organizations. Values provide personal guidance in decisions and supply the basic convictions that provide a framework for personal conduct. Values are considered to be the staple and cornerstone for an individual's moral compass; they carry a judgmental element that tells an individual what is right or wrong. Values include both content and intensity component. The content component identifies a mode of conduct and its importance while the intensity component how important it is to an individual (Robbins, 2005). Organizational values are a key component of its character and signal to followers the organization's bottom-line. Kouzes and Posner (2003) argued that most employees admire leaders with high values, such as honest, forward-looking, inspiring, and competent. Conversely, an individual's value system will help determine a person's involvement in an organization or a cause. A well-informed employee who understands his own value should align himself with a similar minded organization. However, the problem arises when the employee's values do not align with the organization. Furthermore, Hackman and Johnson (2000) explained that leaders and followers are also interrelated. …" @default.
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• W156968696 title "Value Transformation in 21st Century Organizations" @default.
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