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Post a cohesive response based on scenario provided. To prepare for assignment see sample for guidance. Be sure to discuss the following: “See attachment for detailed instructions  

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Provided an “Sample of Findings, Conclusion” to understand expectations: 

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Discussion 1: Affinity Group


This week, you will finalize your findings, conclusion, and recommendations in the following way: Provided an
“Sample of Findings, Conclusion”

A. “Leaders as Change Agents Statement

· Describe your findings in this section.

· What did you learn from your exhaustive study of the problem?

· What would be your anticipated results of your findings if you had used surveys, interviews, or other tools?

· What did the literature suggest is the most appropriate way to solve your social impact problem?

· What are the implications for future research?

· What conclusions are you able to draw from your research?

· Describe your recommendations as though you were making a presentation to a meeting of senior managers, a city council, a community planning board, a board of directors, or government officials.

· What have you learned from your study of the problem that provides the basis for making recommendations to solve the social impact problem?

See attachment – “Sample of Findings, Conclusion” for expectations

· No Plagiarism

Sample Post of Findings and Conclusions, Recommendations

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The study managed to recruit 44 participants (38 Gen Z employees and 6 managers), as opposed to the initial target of 60 participants (50 Gen Z employees and 10 managers). The 38 Gen Z participants were issued with 15-item survey questionnaires consisting of questions about their challenges in the workplace and the forms of support they expect from their leaders. 90% (34 participants) of the Gen Z respondents identified respect for boundaries as the utmost form of support they expected from their leaders and colleagues. They explained that most of those within their work environment do not understand boundaries, which affects the conduciveness they associate with the workplace.  87% of the participants also identified the need for their leaders to pay attention to work-life balance for the sake of their mental health.

Another 63% (24 participants) identified the provision of growth and development opportunities as a major form of support they needed from their leaders. Other levels of support were in the areas of interactions, which the respondents thought should be limited to work-related issues, especially if it was with their bosses or older colleagues and giving tasks within the constraints of their job descriptions. On the Likert Scale, 95% (36 participants) of the Gen Z respondents rated their managers as ineffective in providing the support they need. 1 participant rated the manager as effective in the provision of needed support while the other did not know.

The 6 managers that participated in the study admitted to having Gen Z in their workplaces. Of the 6 managers, 4 were Millennials while 2 were Gen X.  All the 6 respondents provided various common descriptions of Gen Z, including unique, talented, creative, weird, not interactive, straightforward, and inflexible. All the 6 managers also believed they provided the right kind of support their Gen Z employees need. When asked about the specific forms of support they provide, all the 6 managers gave a response concerning the inclusion of the Gen Z employees in decision-making processes. 3 managers stated that they allow Gen Z flexibility in the completion of tasks, while 2 admitted to reducing the level of interactions with their Gen Z employees as requested. Further, all the 6 managers admitted they needed help with strategies to better support their Gen Z team members and create a conducive work environment for them.


The study achieved its aim of impacting leadership effectiveness from an analysis of the results. The research findings outline the specific challenges Gen Z employees and managers face in the workplace. From the study, most managers working with Gen Z teams are Millennials, thereby confirming Gabrielova & Buchko’s (2021) claims about Gen Z employees having Millennial managers and causing intergenerational conflict affecting the conduciveness of the work environment. The findings also identify Gen Z employees as unique, which confirms the descriptions by previous researchers. For instance, Gaidhani et al. (2019) described Gen Z as a cohort of employees with an informal but very straight way of communicating and are more realistic about their work expectations. Among the descriptions the managers provided about Gen Z is the characteristic of being straightforward. The Gen Z respondents also identified being assigned tasks within the confines of their job descriptions as one of the forms of support they expect from their leaders.

Therefore, the findings of the study are essential for the effective onboarding and retention of Gen Z employees. Chillakuri (2020) argues that organizations are aware of the link between onboarding experiences and organizational, as well as individual employee success. The study findings transition this awareness to action by providing practical ways for leaders to enhance the onboarding and retention of Gen Z. The practical strategies the study found resemble those provided by McCrindle & Fell (2019), such as varied job roles, work-life balance, and workplace culture, among others. The study has also found that many leaders are interested in creating a conducive environment for their Gen Z teams. Hence, what they need is to be more intentional about this approach by enquiring from the Gen Z employees the forms of support they need, rather than relying on myths.


Train leaders about the needs of Gen Z employees in the workplace and how to respond to those needs to help them create a conducive work environment for this cohort.

Create and outline growth opportunities for Gen Z employees to tap on their uniqueness and reduce turnover rates.

Train Gen Z employees about the importance of workplace culture and the need for collaboration and teamwork.

Future research into more forms of support leaders can provide their Gen Z employees.


Chillakuri, B. (2020). Understanding Generation Z expectations for effective onboarding. Journal of Organizational Change Management.

Gabrielova, K., & Buchko, A. A. (2021). Here comes Generation Z: Millennials as managers. Business Horizons, 64(4), 489-499.

Gaidhani, S., Arora, L., & Sharma, B. K. (2019). Understanding the attitude of generation Z towards workplace. International Journal of Management, Technology and Engineering, 9(1), 2804-2812.

McCrindle, M., & Fell, A. (2019). Understanding Generation Z: Recruiting, training, and leading the next generation. McCrindle Research Pty Ltd.

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