The Effectiveness of Leadership Training from Generation Me Perspectives

Objective � This study aims to further explore how leadership training processes are perceived by various generations in an organization. In looking at this phenomenon we use the perspective of the Me generation who are currently attending a wide range of leadership training organized by their own organization as well as outside of the organization. It is expected that this understanding will provide an outline of how the process of leadership training can effectively change behaviour, improve competence, and advance individual's careers in the future. Methodology/Technique � This study uses a qualitative methodology and a case study with exploratory approach is chosen as the researchers have limited knowledge on the research area. In addition, a case study is a more in-depth study. The procedures of data analysis consist of three actions based on research by Miles and Huberman (1994) that occur instantly: data reduction, data presentation, and conclusion drawing. The findings of this study are a development of skills and expertise which is currently proposed for the security of one's career within an organization. Findings � With career security, the ability to work is increased and people are not limited to working in the same job. Employees have the opportunity to improve their skills and adapt to their working abilities in a changing environment. This will also improve the company's image, not only from the loyalty of their employees, but also in terms of the achievement of their goal, development of skills, motivation, productivity, and performance. Novelty � The empirical implications of this study are in line with the trait theory and contingency model. This proposes that a leader must have various attributes to be effective. Effective leadership is characterised by a number of traits such as cognitive abilities, social abilities, and integrated disposition tendencies. Type of Paper: Review