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7/29/2019 Research Paper: Sandra Retzer Coaching Chinas Future Leaders
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Research Paper Assessment
Name: Sandra RetzerDate: 26.10.2012Student ID:Email: Sandra.retzer@me.com
Complete your 2000 word research paper and insert it in the space below.Then email this document as an attachment toassessment@icoachacademy.com
Coaching Chinas Future Leaders
By Sandra Retzer
mailto:assessment@icoachacademy.commailto:assessment@icoachacademy.commailto:assessment@icoachacademy.com7/29/2019 Research Paper: Sandra Retzer Coaching Chinas Future Leaders
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Coaching Chinas Future LeadersSandra Retzer 2012 2
Table of Content Page no.
1. Introduction 3
2. Gen X leader and Gen Y employee relationships
traits and challenges 5
2.1 Who are Gen X and Gen Y in China? And what is so
special about them? 5
2.2 Expectation of the younger generation in the workplace
and perceptions of Gen X a trade-off 7
a) Role model 7
b) Work-Life Balance 8
3. Change through Coaching 10
3.1 Communication & Creativity Tools 11
a) Brainstorming 12
b) Active Listening 12
c) Feedback 12
3.2 Creating Awareness 12
a) Finding Balance 13
b) Inspiring Creativity 13
4. Summary and Outlook 14
References 16
Appendix 19
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1. Introduction
This paper takes a closer look at what is driving Generation Y in China, how
Generation X is perceiving their expectation and how coaching can help manage
actual and future leadership developments and challenges in the Gen X leader
Gen Y employee relationship.
It is based on original in-depth interviews (Appendix 1) and online surveys
(Appendix 2) answered by eighty Chinese Gen Y and Gen X living in Beijing.
The global work environment has gone through fundamental changes in the past
years. This can be seen in the growing complexity of our work content as well as
the accelerated change processes.
Social influences like an increasing unemployment rate, a growing competitive
environment, an increasing internationalization of economic relationships1, a
growing demand of employees towards flat hierarchies and increased
responsibility in the workplace promote a rethinking of managerial approach2
.
But how should the manager of the future and the future leadership style look
like? Rolf Wunderer and Petra Dick summarized important aspects in their article
on the future of human resource management3.
The future leader has to be visionary and they must work on goals and strategies
with their team in a trusting environment. We understand leadership as
teamwork. Leaders have to be inspiring, motivating, should enable change and
strengthen group cohesion. This goal can be reached through aspiring to emulate
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idols, successful communication, common visions and values in the
organizational culture.
Looking at leadership styles in China, the predominant style is still characterized
by centralized decision-making, hierarchies, poor communication, an ideological
and authoritarian style of leadership.
Following the tremendous economic change in China today, it is the 2nd largest
economy, business executives are living in challenging and inspiring times. In
such a dynamic and complex context, we expect to see great variations in new
management models and leadership styles. There is a new breed of Chinese
managers which have been influenced by Western leadership styles through
foreign exposure either in China or abroad that yearn for freedom and have the
desire to voice their opinions, causing them to be viewed as insubordinate.
This generation is called BA LING HOU (
) which stands for post 80s
generation or Generation Y.
Chinese Gen Ys are children born under Chinas one-child policy. This policy was
introduced in the Peoples Republic of China in 1978 and applies to first-born
children after 1979. According to Nandani Lynton and Hogh Thogersen4, this
generation, born between 1980 and 1990, already makes up more than 50% of
Chinas current working-age population and is flooding into middle management
and team leadership roles5.
Todays senior leaders - the so-called Generation X - born in the 60s and 70s are
still dominating top management positions in China.
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2. Gen X leader and Gen Y employee relationships traits and
challenges
2.1. Who are Gen X and Gen Y in China? And whats so special
about them?
1990 1998 2002 20081960
Gen X is born Gen Y is born
Gen Y enters University
Gen Y enters workforce
1980 2012
Figure 1
Looking at the transformation of the Peoples Republic of China in the past 30
years from a planned and isolated economy to a prosperous international market,
it is obvious that the generation gap between Gen Ys and their elders is
tremendous.
Generation X managers grew up in a different period and a different social
environment. During the Cultural Revolution (1966-1976), their living conditions
were extremely difficult and often very poor. For them the way of living and
attitude towards life is totally different.
Being the only child, Gen Y got the full attention of their family. All hopes and
efforts were placed on the younger generations educational performance and
grandparents and parents managed their academic career from infancy6.
In comparison to the older generation, this group of young, talented people are
well educated and confident in speaking a foreign language as they often had the
chance to study abroad (over 340 000 students in 2011)7.
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In the interviews carried out in the research, Gen X speak of themselves as being
less educated, being traditional and conservative and not open to change,
whereas the younger generation grew up in an open environment and had the
chance to see and experience a different reality ever since.
As this young and talented generation is entering the workforce leading them to
become future leaders, understanding their personality traits, values, specific
needs and interests in the workplace, adapting to their needs and learning how
best to use their talents and creativity should be the priority: it is key for the future
success of organizations.
Nevertheless, according to Raines and Arnsparger (2010) Gen Y resembles Gen
X in many ways when it comes to good relationships between supervisor and
employee, a collaborative work environment and continuous learning8.
For both, the mutual basis for productive work is trust and respect. When asked
what is most important, Gen Y and Gen X managers selected family and
happiness as their top priorities (see figure 2).
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Gen Y Gen X
Self-growth
Family
Friends
Value
Freedom
Happiness
Health
Career
Wealth
Figure 2
2.2. Expectation of the younger generation at the workplace and
perceptions of Gen X a trade-off
The interviews and surveys revealed that there are two major aspects Generation
Y requires from Generation X.
a) Role model
A leader is best when people barely know he exists, when his work is done, his
aim fulfilled, they will say: we did it ourselves.
-Laozi-
The survey revealed that these young professionals want a leader that respects
them, a co-worker rather than someone who tells them what to do and how to do
it. They long for a competent role model that is energetic, creative, tolerant and
flexible, someone who enjoys life while still working hard9.
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They want to experience working in a positive corporate culture with flat
hierarchies and space for creativity and innovation that allows them to be
involved in the decision- making process.
The perception of Gen X leaders towards an ideal leader differs in the sense that
they ask for a decisive person that motivates, gives support, guidance and values
responsibility. They want a daitou dage (), a big brother that sets an
example.
b) Work-Life Balance
We like to find the balance between life and job. My parents put energy and
efforts on the work, but I want to enjoy life as well.
-Gen Y interviewee-
It has been proven that a work- life balance contributes to job satisfaction and to
the success of a company. Therefore, leaders have to take a closer, more
relaxed and tolerant look on how to make work life more interesting and flexible.
The younger generation respects a boss who lives strong values equally at work
and in private life, and they leave companies that do not live up to these
expectations10.
The 2012 Greater China Region and Singapore Talent Environment Report by
MRIC clearly shows that health and a work- life balance are key to retain
professionals in China11. Generation Y has high expectations regarding their
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employers and the workplace. It strongly emphasizes work-life balance and
shows an interest in flexible and employee- oriented systems, e.g. flexible work
times that allow them to have enough time for recreation12.
Generation X managers traditionally had to earn money in order to take care of
the whole family, especially the older family members. They did not have much
leisure time, sometimes even couldnt afford to travel and in some instances
were not allowed to. In contrast, when asking Generation Y what is most
important to them, they clearly point out that they dont want to be a slave to
work, they want to enjoy love and relationships and have time for self-
development (see figure 3).
Gen Y Gen X
Achievement
Family
Love/relationship
Travel
Recognition
Art
Help others/
make contribution
Self development/self fulfillment
Friends
Figure 3
The question is how to solve the existing challenges, how to close this generation
gap. The younger generation wants constant training, but they also ask for
mentoring and coaching. The earlier mentioned online survey showed that 55%
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of senior managers and 34% of the young professionals would seek a coach
when they face difficulties in the work place.
3. Change through Coaching
Coaching can help and make the change and shift in perspective possible. The
coaching relationship is one of the most significant relationships within modern
management techniques.
A coaching relationship is a trustful partnership whereby the coach supports the
client and helps them move forward.
In order for Gen X and Gen Y to improve their personal effectiveness, a coach
facilitates the discovery of answers and new ways of working with each other.
Coaching provides the perfect platform for reflection, active listening and raising
self- awareness, 13.
It is clear that the nature of the relationship between leader and employee has to
change. When Chinese Gen Y enters the workforce they face a boss that
predominantly uses an authoritarian leadership style. But the traditional
leadership style of hierarchy, order and control no longer works14.
In general, the expectation of Gen Y is to get support regarding their well- being
as well as opportunities for personal and career development.
A starting point for a coach in working with Gen Y is of course raising awareness
and giving positive and constructive feedback, but there are many more
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professional competencies that have to be worked on, for example verbal
communication, active listening, building self confidence or being non
judgmental.
Gen Y is very convinced of their abilities and have fixed opinions on what their
next career steps should entail, but they dont see their actual capabilities.
Career coaching supports the client in raising self- awareness with a focus on
identifying core strengths, values and true needs.
When encountering difficulties in their career development or at work in general,
Gen Y is often left alone. Since their parents generally do not have rich
experience in the workplace, they cannot expect much support and guidance
regarding their careers, especially not when unlike their parents they work for a
multinational company15. A coach can provide the space and tools for that
support.
3.1. Creativity & Communication Tools
When Gen Ys face a problem, they refer to and are highly dependent on the
internet. The study showed that 60% of Gen Y respondents would first check the
internet when they have difficulties at work. The positive thing about this Digital
Generation is of course that they have a great amount of information and
resources available when making decisions.
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a) Brainstorming
Brainstorming is a powerful tool that can be used by a coach with the net
generation. It is fun, can open up possibilities, break down assumptions and
reveal essential insights.
b) Active Listening
Active listening is one of the most important skills in the workplace. It increases
job efficiency, leadership qualities and strengthens leader- employee
relationships. A coach can show Gen Y how to effectively manage emotions and
how to efficiently listen to the other person; this can sometimes be a key
ingredient to successful relationships.
c) Feedback
Compared to their predecessors, the younger generation asks for immediate and
regular feedback. For that they would benefit from learning to receive and also
give constant, positive and constructive feedback themselves.
Together with Gen Y a coach can work on feedback techniques so that they are
able to speak about topics related to their performance, leave space for
improvement and construct goals for the future with respect and maturity.
3.2. Creating Awareness
Raising awareness for the needs and constraints of co-workers is essential in a
leader- employer relationship.
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Gen Y is known as being more critical, but they also realize that their
performance suffers at times, because they can be too emotional. In most cases,
the trigger for emotions is ignorance towards the skills or work of Gen Y or unfair
treatment.
Coaching Generation Y in how they can handle their emotions and problems can
be a success criterion for organizations16.
a) Finding Balance
A coach assesses the now, lets clients talk about their dreams and visions, about
what they need to be happy, what motivates them, what they are passionate
about and what a real balance means to them in practice. Together with the
coachee SMART goals are set, goals that are realistic and negotiable with the
senior managers.
b) Inspire Creativity
Creativity lies within everyone as a natural human trait. The young professionals
are more creative and can show their full potential in the decision-making
process. Coaching skills like brainstorming and mind mapping contribute to a
successful implementation of Gen Ys creativity in the work environment. Being
respected, letting them show their creativity highly contributes to Gen Ys
happiness at work.
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4. Summary and Outlook
This paper shows what motivates Generation Y, what it expects from their Gen X
leaders, their careers and lives. Additionally it identifies key impacts of coaching
on the performance of Gen Y.
It is important to point out that it is insufficient to only coach Gen Y as there are
many areas for improvement for Gen X managers:
a) Raising their awareness for the needs of the younger generation, enabling
a shift in their perspective, asking the right powerful questions or sharing
knowledge will contribute to having a fruitful relationship.
b) Visualization methods like mind mapping, lateral thinking17 and role- plays
can successfully be used by trained coaches with the senior management
in order to inspire creativity.
c) Supportive coaching and recognition are important management tools with
Gen Y and can be taught to Gen X managers.
Looking at the future outlook and trends of studies on coaching in China a trend
towards team coaching can be seen. As mentioned above, it is not enough just to
work with one generation: another approach can be to look at them as a team in
order to manage actual and future challenges in this relationship. In China,
coaching is already widely accepted and a growing business, but a better
knowledge about coaching for the coachee is important in the future.
Furthermore, a better transparency about the coaching process and clarity of the
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coaching objectives could make coaching more comprehensive and satisfying for
the coachee18.
It is obvious that the senior managers who grew up in a communist environment
with a hierarchic leadership style conflict with the needs of the younger
generation. We can no longer judge Gen Y with existing value systems, but
rather must find their merits within them and make full use of their wisdom and
creativity, because Gen-Y represents the future19 and will quickly take over key
positions in most companies.
As generation Y already dominates the workforce it is inevitable that they will
lead Gen X and/ or another Gen Y in the near future. Further research has to be
done on the Gen-Y leader/Gen-X employer pattern as well as on the particular
leadership style of Gen Y that will definitely be different from previous leadership
styles and will be predominant in companies in China in the future.
Companies should prepare for a new generation of Gen Y leaders by developing
a close working relationship with professionals in the coaching field to enhance
management and organizational skills in addition to inspiring a willingness to be
managed, leading to an environment of freedom of expression and a discovery of
Gen Ys full potential.
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References
1. Wunderer, R. & Dick, P. (2000). Ein Blick in die Zukunft des
Personalmanagements. Personal, 8, p. 32.
2. Gerken, G. (1992). Management by Love. Mehr Erfolg durch
Menschlichkeit, Dsseldorf, p.125.
3. Wunderer, R. & Dick, P. (2000). Ein Blick in die Zukunft des
Personalmanagements. Personal, 8, p. 31-37.
4. Lynton, N. & Thogersen, H. (2010). Succeeding with Generation Y in
China. (Online), retrieved September 2, 2012.
http://www.criticaleye.net/insights-detail.cfm?id=2143 5. Maeder, M. & Ramel, J. (2011). Recruiting and Retaining Generation Y
employees: Attraction and Engagement in China. (Online), retrieved
September 2, 2012.http://china.ahk.de/?id=53416
6. IBM, Universum & Zehnder, E. (2008). Generation-Y: Challenges and
Strategies for HR Management, p.14.
7. Lynton, N. (2011).Aint Misbehaving: Labours and Loves of Chinas Gen Y.
(Online), retrieved September 2, 2012.
http://www.nandanilynton.com/global-leadership-publications.htm
8. Claire Raines, C. & Arnsparger, A. (2010). Millenials at work. (Online),
retrieved September 2, 2012.
http://www.generationsatwork.com/articles_millennials_at_work.php
http://www.criticaleye.net/insights-detail.cfm?id=2143http://www.criticaleye.net/insights-detail.cfm?id=2143http://china.ahk.de/?id=53416http://china.ahk.de/?id=53416http://china.ahk.de/?id=53416http://www.nandanilynton.com/global-leadership-publications.htmhttp://www.nandanilynton.com/global-leadership-publications.htmhttp://www.generationsatwork.com/articles_millennials_at_work.phphttp://www.generationsatwork.com/articles_millennials_at_work.phphttp://www.generationsatwork.com/articles_millennials_at_work.phphttp://www.nandanilynton.com/global-leadership-publications.htmhttp://china.ahk.de/?id=53416http://www.criticaleye.net/insights-detail.cfm?id=21437/29/2019 Research Paper: Sandra Retzer Coaching Chinas Future Leaders
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9. Singh, N. (2011). How Generation Y Can Lead China. (Online), retrieved
September 2, 2012.
http://www.china-briefing.com/news/2011/03/22/how-generation-y-can-lead-
china.html
10. Lynton, N. (2011). Tips for Retaining Young Talent in China. (Online),
retrieved September 2, 2012.
http://criticaleye.net/insights-detail. cfm?id=2787
11. MRI China Group (2012). Greater China Region and Singapore- Talent
Environment Report.
12. Lynton, N. (2011). Tips for Retaining Young Talents in China. (Online),
retrieved September 2, 2012.
http://www.nandanilynton.com/global-leadership-publications.htm
13. www.icoachacademy.com
14. IBM, Universum & Zehnder, E. (2008). Generation-Y: Challenges and
Strategies for HR Management.
15. IBM, Universum & Zehnder, E. (2008). Generation-Y: Challenges and
Strategies for HR Management.
16. Lynton, N. & Thogersen, H. (2010). Succeeding with Generation Y in
China. (Online), retrieved September 2, 2012.
http://www.criticaleye.net/insights-detail.cfm?id=2143 17. De Bono, Edward (1999). Six Thinking Hats. New York, NY: Bay Back
Books.
http://www.china-briefing.com/news/2011/03/22/how-generation-y-can-lead-china.htmlhttp://www.china-briefing.com/news/2011/03/22/how-generation-y-can-lead-china.htmlhttp://www.china-briefing.com/news/2011/03/22/how-generation-y-can-lead-china.htmlhttp://www.nandanilynton.com/global-leadership-publications.htmhttp://www.icoachacademy.com/http://www.icoachacademy.com/http://www.criticaleye.net/insights-detail.cfm?id=2143http://www.criticaleye.net/insights-detail.cfm?id=2143http://www.criticaleye.net/insights-detail.cfm?id=2143http://www.icoachacademy.com/http://www.nandanilynton.com/global-leadership-publications.htmhttp://www.china-briefing.com/news/2011/03/22/how-generation-y-can-lead-china.htmlhttp://www.china-briefing.com/news/2011/03/22/how-generation-y-can-lead-china.html7/29/2019 Research Paper: Sandra Retzer Coaching Chinas Future Leaders
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18. Schmitz, R.B. & Wang, S. (2012). 2nd Comprehensive Coaching Study in
China. Presented at the Human Resources Working Group of the European
Chamber of Commerce in China, Beijing.
19. IBM, Universum & Zehnder, E. (2008). Generation-Y: Challenges and
Strategies for HR Management.
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Appendix 1: Interview questionnaire
1. How old are you?
2. Are you
( ) male ( ) female?
3. Where did you grow up?
4. What languages do you speak?
5. Have you lived abroad? How long?
6. How long have you been working for this company?
7. How often have you changed jobs since graduating?
8. In comparison to your parents your way of thinking and behaving is
( ) completely different
( ) mainly different
( ) in general similar
( ) almost or completely identical
The biggest difference is_______________________________________
9. Do you try to avoid conflict?
( ) Yes ( ) No ( ) depending on the situation
10. What is more important to you- individual or collective?
( ) Individual ( ) Collective ( ) equal
11. The Confucian influence on your behavior is
( ) very big ( ) rather big ( ) rather small ( ) almost zero
12. The Western influence on your behavior is
( ) very big ( ) rather big ( ) rather small ( ) almost zero
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13. When speaking to your boss/ employee do you try to adapt to their way of
thinking?
( ) Yes ( ) No ( ) depending on the situation
14. Which situation in your work environment has been critical/ problematical?
15. How important is hierarchy? Seniority?
Specific questions for management?
16. How loyal are your employees? How high is the employee turnover?
17. How do you rate the educational background of the younger generation in
comparison to yours?
18. How do you recruit personnel in Chinas high competitive market?
19. How can you retain top-grade personnel in China?
20. Are you offering leadership training?
21. Do female leaders act differently?
22. How important is trust?
23. How do your employees perceive you?
24. Modern Chinese values: What is the difference in comparison to the older
generation?
25. Can Western leadership styles be adapted to China in your opinion?
26. How would you describe the leadership style in your company?
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Appendix 2: Online Survey
1. Are you male or female?
2. What year were you born?
3. How long have you been working in your current position?
4. If you could change your job, would you prefer working for
a private Chinese company?
a Chinese SOE?
a multinational/foreign company?
your own business?
Other (please specify)
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5. What is most important to you? (choose 3 answers)
Friends
Family
Value
Self-growth
Freedom
Happiness
Health
Career
Wealth
Other (please specify)
6. What makes you happy? (choose 3 answers)
Friends
Self development/self fulfillment
Help others/make contribution
Art
Recognition
Travel
Love/relationship
Family
Achievement
Other (please specify)
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7. What are the characteristics of Generation Y managers()and GenX managers (name as many topics as possible)?
8. When you face difficulties in your work environment, whom would you
consult? (please rank your answers)
definitely not could be N/A definitely yes
Coach
Consultant
Mentor
Parents
Colleagues
Boss
Friends
Internet Research
(Baidu)
Other (please specify
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9. What would a great boss look like? What do you expect from his/your
company?
10. Can you name a company that is a role model regarding corporate
social responsibility? Why?
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