BibTex Citation Data :
@article{JBS14900, author = {Arsyadany Akmalaputri and Ahyar Yuniawan and Indi Djastuti}, title = {GEN Y LEADER: QUALITATIVE PHENOMENOLOGY LEADERSHIP STUDIES IN PLN APD JATENG & DIY}, journal = {JURNAL BISNIS STRATEGI}, volume = {26}, number = {1}, year = {2018}, keywords = {Phenomenology research; organizational change; leadership of Y generation; PLN Jawa Tengah-DIY}, abstract = { This qualitative phenomenological study to examine and compare the style and character of Gen Y leadership with the style and character of Gen X leadership in PT. Perusahaan Listrik Negara Area Pengatur Distribusi Jawa Tengah & Daerah Istimewa Yogyakarta. The study was conducted through in-depth interviews and direct observation of selected respondents. The questions are (i) Gen X (old) leadership in preparing the cadre to deal with change, (ii) Gen Y's leadership in responding to the company's target challenge in the face of change. The respondents of this study were the group of Gen Y leaders and the group of Gen X leaders at PT. PLN APD Jateng & DIY. The method used is qualitative phenomenology. It is used because the purpose of this study to reveal the meaning of concept or phenomenon of experience based on the awareness that occurs in some individuals in PT. PLN APD Jateng & DIY. The results showed that Gen Y Leader at PT. PLN APD Jateng & DIY provides an understanding of organizational achievement targets to staff or subordinates in typical millennial youth. In addition to coaching, mentoring and counseling (CMC) and streamlining the WhatsApp Group (WA), they also often hang out together. The leadership cadre preparation process continues unabated, through an active WA Group 24 hours a day, seven days a week, and 30 days in a month. While the leaders of Gen X only use the CMC, code of conduct (CoC), and the person in charge (PIC) for the pattern of regeneration. The results also show that in addition to being very open to differences, Gen Y's leaders are also very tolerant of conflict in working relationships. }, issn = {2580-1171}, pages = {62--75} doi = {10.14710/jbs.26.1.62-75}, url = {https://ejournal.undip.ac.id/index.php/jbs/article/view/14900} }
Refworks Citation Data :
This qualitative phenomenological study to examine and compare the style and character of Gen Y leadership with the style and character of Gen X leadership in PT. Perusahaan Listrik Negara Area Pengatur Distribusi Jawa Tengah & Daerah Istimewa Yogyakarta. The study was conducted through in-depth interviews and direct observation of selected respondents. The questions are (i) Gen X (old) leadership in preparing the cadre to deal with change, (ii) Gen Y's leadership in responding to the company's target challenge in the face of change.
The respondents of this study were the group of Gen Y leaders and the group of Gen X leaders at PT. PLN APD Jateng & DIY. The method used is qualitative phenomenology. It is used because the purpose of this study to reveal the meaning of concept or phenomenon of experience based on the awareness that occurs in some individuals in PT. PLN APD Jateng & DIY.
The results showed that Gen Y Leader at PT. PLN APD Jateng & DIY provides an understanding of organizational achievement targets to staff or subordinates in typical millennial youth. In addition to coaching, mentoring and counseling (CMC) and streamlining the WhatsApp Group (WA), they also often hang out together. The leadership cadre preparation process continues unabated, through an active WA Group 24 hours a day, seven days a week, and 30 days in a month. While the leaders of Gen X only use the CMC, code of conduct (CoC), and the person in charge (PIC) for the pattern of regeneration. The results also show that in addition to being very open to differences, Gen Y's leaders are also very tolerant of conflict in working relationships.
Article Metrics:
Last update:
Leadership styles and effectiveness in the workplace: A perspective of the millennial generation
Millennial leaders and leadership styles displayed in the workplace
Last update: 2025-11-03 07:14:39
To have their manuscript accepted and published by Jurnal Bisnis Strategi, authors must complete the review process. Articles in Jurnal Bisnis Strategi are published under the Creative Commons Attribution-ShareAlike 4.0 International License (CC BY-SA 4.0), allowing readers to view, share, and adapt the material, including for commercial purposes, under the following conditions:
Attribution: Proper credit must be given to the authors, a link to the license must be provided, and any changes made must be indicated. This must be done in a reasonable way, but not in a manner that suggests the original author or licensor endorses your use.
ShareAlike: If you remix, transform, or build upon the work, your contributions must be distributed under the same license as the original.
No Additional Restrictions: You cannot impose legal terms or technological measures that restrict others from using the material as permitted by the license.
The copyright of the articles is assigned to the author(s), and they retain rights to the published work. Both the Editorial Team of Jurnal Bisnis Strategi and the author(s) work together to ensure that no errors, either in data or statements, are present in the published articles. Authors submitting to this journal agree to the following terms:
Authors retain copyright and grant the journal the right of first publication, with the work being licensed under the Creative Commons Attribution-ShareAlike 4.0 International License (CC BY-SA 4.0), which allows others to share the work, provided the authorship and initial publication in the journal are acknowledged.
The journal permits authors to maintain copyright and publishing rights without restrictions.
Authors are free to enter into separate agreements for the non-exclusive distribution of the journal's published version, such as posting it in an institutional repository or publishing it in a book, as long as the initial publication in the journal is acknowledged.
Authors are encouraged to share their work online (e.g., on personal websites or institutional repositories) before and during the submission process, as this can foster academic exchange and increase citation opportunities.
View My Stats
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
