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| Source: Harvard Business Review |
How will the next generation of leaders shape business? What are their values, and how are they prioritizing the challenges and opportunities before them? Harvard Business Review reported of a survey of 500 students from top U.S. Business Schools wehereby 80% of MBA students surveyed believe that this generation views leadership differently from previous generations.
Young leaders are helping to drive the convergence of the private, public, and nonprofit sectors. Majority of them have worked in all 3 sectors and borrowing best practices from all three, young leaders hope to combine their diverse interests to create meaningful impact.
This generation values global work experience, whether that means taking a job at a multinational, working abroad for an NGO, or starting their own venture overseas. Survey respondents had already worked, on average, in three countries, and expected to work in four to five more within ten years of graduating from business school.
Young leaders value the strength of alternate perspectives. 92% agree that increased workplace diversity can lead to better business outcomes—especially diversity in gender, professional experience, and functional expertise.
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| Source: Harvard Business Review |
This generation realizes that they will never eliminate the trade-offs inherent in the traditional approach to sustainability unless they can find long-term solutions that benefit entire populations, not just wealthy niches. 64% agreed that the majority of corporations will support environmental sustainability and alternative energy over the next twenty years.
Young leaders are self-taught technology experts. Of today's promising technologies, tomorrow's leaders are banking most on the power of mobile: a plurality of today's young leaders see mobile as the critical business technology (40.6%), versus cloud computing (12.5%), social media (10.8%), clean energy (9.8%), and business analytics (9.4%).
Young leaders are embracing new ways of learning. After all, they're preparing themselves for jobs that probably haven't been invented yet. Perhaps that's why survey respondents cited intellectual challenge as the most important reason for choosing a job—significantly more important than compensation or prestige.
Coutesy: Harvard Business Review