research paper: sandra retzer coaching china´s future leaders

7/29/2019 Research Paper: Sandra Retzer Coaching Chinas Future Leaders

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Name: Sandra RetzerDate: 26.10.2012Student ID:Email: [email protected]

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Coaching Chinas Future Leaders

By Sandra Retzer
mailto:[email protected]:[email protected]:[email protected]


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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=2143


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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),


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),


http://www.nandanilynton.com/global-leadership-publications.htm

13. www.icoachacademy.com


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.html


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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.




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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


6. What makes you happy? (choose 3 answers)

Friends

Self development/self fulfillment

Help others/make contribution

Art

Recognition

Travel

Love/relationship

Family

Achievement



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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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Coaching Chinas Future Leaders Sandra Retzer 2012 24

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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