Young Employees Are Most Impacted By Purposeful Leaders

As many readers of this blog know, Purposeful Leadership is one of Temkin Group’s Four CX Core Competencies. How do leaders demonstrate this characteristic? By mastering what we call the 5 P’s of Purposeful LeadersPersuasivePassionatePropellingPositive, and Persistent.

In a recent post, we showed how Purposeful Leadershipaffects the behaviors of employees. We decided to take a look at how the impact differs across ages of employees. To do this, we segmented more than 5,000 U.S. employees into two groups, one that said that their boss demonstrated all five characteristics of Purposeful Leadership (about 55% of the total) and those who’s boss did not.

We then examined the percentage of each group who say that they “always” or “almost always” try their hardest at work. As you can see in the chart below:

  • Younger employee are most effected. Looking at the impact of Purposeful Leaders between both groups, we find the largest gap for the youngest employees (27 %-points).
  • Older employees try harder. For both groups of employees, the percentage of employees who try their hardest increases with age.

Temkin Group analysis shows that the positive impact of purposeful leaders is greatest with younger employees

The bottom line: Purposeful leadership is gaining importance.

Written by 

I'm an experience (XM) management catalyst; helping organizations improve results by engaging the hearts and minds of their employees, customers, and partners. I enjoy researching and speaking about leading-edge XM topics. I lead the Qualtrics XM Institute, which is the world's best job. We're igniting a global community of XM Professionals who are inspired and empowered to radically improve the human experience. To achieve this goal, my team focuses on thought leadership, training, and community building. My work is driven by a set of fundamental beliefs: 1) Everything starts and ends with human beings, so you need to understand how people think, feel, and behave; 2) XM is a discipline that needs to be woven throughout an organization's entire operating fabric; and 3) Building the XM discipline requires a combination of culture, competency, and technology.

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