Problem Statement

Background to the Problem In today’s global business environment finding, acquiring, and retaining the skilled leaders and managers to public and private businesses are difficult. The challenges include business process, re-engineering, organizational development/learning and information technology (IT) (Swapna, R. , & Raja, K. G. 2012). Avolio et. al introduced several new researchers studying leadership which have taken leadership into new thoughts and knowledge. One is Parry introduced a new study “Social Processes of Leadership (SPL) and their social influences process.

However, there was Bass, who intrigued the researcher with “authentic leader (Avolio, et. al, 2008). Problem Statement An analysis of the literature revealed that poor leadership has a negative impact on employee/subordinates, morale, quality of life, and decision making in both public and private sector. Poor leadership teaches people to be insensitive, unfeeling and thoughtless of co-workers, and cohorts (Ruark, 2005). Most employees like their jobs but not the way they are treated by leadership, management and cohorts (Duff, S. 009). As public and private organizations continue on the path forward into the 21 century there is a need for skilled manager, knowledge workers, and leaders. There is a significant generational gap because baby boomer are retiring at an alarming rate, these leaders did not prepare for the future leaders to be managers and leaders (Carmen, et. al, 2010). As a result, there are gaps between Baby boomer, Generation X (Gen X) and Generation Y (Gen Y) leadership styles (Simon, 2010). Purpose of the Study

The purpose of this quantitative, ground theory research study is to explore the negative impact poor leadership has on employee/subordinates. The ground theory design will use are surveys and interviews on the web, linked and other on line resources to create new theory (Christensen, et. Al). Table of Findings from the Literature The study of contemporary organizations identified the poor leadership between baby boomers, Gen X and Gen X. Their leadership styles is based on information age (Schoch, 2012).

The three themes that surfaced were: (a) baby boomer retiring with the knowledge of the organization. (b) Gen X: will challenge authority, leaders must be creditability, and they willing to invent new ways of doing things (c) Gen Y: are on the move, they are the next generation of the baby boomer, and they want it now (Schoch, 2012). The Gaps: The gaps are not enough knowledge workers to be an effective leaders. There are different values from generation to generation. There is no balance in the leadership.

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Leaders do know how to train future leaders. Research Questions RQ: What is an effective leader? RQ: What is a poor leadership? RQ: How did you feel working with the manager? References Avolio, B. Y. (2008). Transformational and Leadership: The Road Ahead. Emerald Group Publishing Limited. Carman, J. G. ( (2010)). C Crisis in leadership or failure to plan?. Nonprofit Management & Leadership. doi:10. 1002/nml. 20014, Cri 21(1), 93-111. Duff, S. ( (2009)). BRIEFCASE. People Management, 15(9), 41. Gentry, W.

A. (2011). Gentry, W. A. , Deal, J. J. , Griggs, T. A COMPARISON OF GENERATIONAL DIFFERENCES IN ENDORSEMENT OF LEADERSHIP PRACTICES WITH ACTUAL LEADERSHIP SKILL LEVEL. .). Ruark, R. (2005). New Year’s Resolution. Ceramic Industry, 155(2), 31. Schoch, T. (2012). Turning the Ship Around with a Four-Generation Crew. Information Management Journal, 46(4) 25-29. Simons, N. (2010 ). Leveraging Generational Work Styles to Meet Business Objectives . Information Management Journal, 44(1), 28-33. , 44(1), 28-33. Swapna, R. ;. (2012). Business Transformation Management- The Role of Talent Management with special reference to Service Sectors. Swapna, R. , ; Raja, K. G. (2012). Business Transformation Management- The Role of Talen Advances In Management, Swapna, R. , ; Raja, K. G. (2012). Business Transformation Management- The Role of Tal61-63. . Y, Y. (2011). Human Capatial Management in government; replacing government retirees. Journal of Health and Human Services Administration, 34(1), 85-108.

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