|TITLE:||The Correlation of Generational Competency to Leadership Effectiveness in Public Sector Managers, Supervisors and Leaders|
|RESEARCHER:||Angela D. Grafton
College of Professional Studies
St. Ambrose University
Unpublished master’s thesis: May 2010
The purpose of this research was to establish a better understanding of existing relationships between the variables of generational competency and leadership effectiveness in government sector leaders.
Research participants (N=45) were selected on the basis of convenience and snowball sampling from different agencies (Army Audit, Army corps of Engineers, Joint Munitions Command, Logistics Proponency Office, and Civilian Personnel Action Command) at Rock Island Arsenal, Illinois. Thirty-nine individuals (87% response rate) from four agencies participated by completing the Leadership Practices Inventory and Generational Competency Survey (created by the researcher). The sample populations were divided into Traditionalists/Veterans (born between 1922 and 1945), Baby Boomers (born between 1946 and 1964), Generation X (born between 1965 and 1976), Generation Y/Millennial (born between 1977 and 1999). The average of participants was 51 years, with a range from 26-67; total years in the workforce was on average 26 years with a range from 4-42 years; the educational level of participants was high with most respondents having at least a bachelor’s degree; and the sample consisted of 30 men (77%).
Males and females were not significantly different in their overall leadership practices score. Similarly respondents from the Corp of Engineers were not significantly different from their counterparts in Army Audit on the same measure; nor were differences found on the basis of educational level, age, and total years of work experience or Generational Competence. The correlation between overall leadership practices and Generational Competence was not statistically significant.