Aaro Honkala 

Leadership Expectations of Different Age Groups in 
Hybrid Work Environments: A Comparative 

Analysis  
 
 

 

 

 

 

 

 

 
  

Vaasa 2025 

School of Management 
Master’s thesis in Strategic 

Business Development 



2 

UNIVERSITY OF VAASA 
School of Management 

Author: Aaro Honkala 
Title of the thesis:  Leadership Expectations of Different Age Groups in Hybrid Work En-

vironments: A Comparative Analysis 
Degree: Master of Sciences in Economics and Business Administration 
Degree Programme: Strategic Business Development 
Supervisor: Aušrine Šilenskyte 
Year: 2025 Pages: 90 

ABSTRACT: 
Generational differences in working life have been examined for a long time, but currently there 
are up to four generations in working life and the establishment of hybrid work has significantly 
changed the nature of work and leadership. Traditional leadership styles may no longer meet 
the expectations of all age groups, so leaders are required to have the skills to adapt to different 
leadership preferences. The aim of this study was to determine how the expectations of differ-
ent age groups differ in terms of communication, flexibility, feedback and team spirit in a hybrid 
work environment. In addition, the study compared how the amount of hybrid work affects 
these expectations. 
 
The study is based on a theoretical framework that is based on an extensive literature review on 
leadership and generational theories. The data for the study were collected using an electroni-
cally sent questionnaire, which was answered by 100 people from different age groups. The data 
obtained from the study were analyzed using t-tests and ANOVA analysis, which were used to 
identify statistically significant differences. 
 
The study presents many interesting results regarding the preferences of different age groups 
in leadership expectations. The results found that differences in leadership expectations be-
tween age groups do exist, but they are generally smaller than the literature has suggested. 
Younger respondents emphasize autonomy, flexibility and less control, while older respondents 
emphasize consistency, clarity and transparency. Regarding leadership style, it was found that 
the importance of participatory leadership varied depending on the amount of hybrid work, 
which means that hybrid work affects leadership aspirations. The importance of feedback style 
and amount did not differ between age groups, but again the amount of hybrid work had a 
significant effect on how the importance of feedback was assessed. The more hybrid work an 
employee did, the more important continuous feedback was assessed. The importance of com-
munity and team spirit was also significantly affected by the amount of hybrid work than by 
differences between age groups. 
The key finding of the study was that the amount of hybrid work had a greater impact on the 
experience of leadership than generational differences. Successful leadership in a hybrid work 
environment requires clear communication, trust-based leadership, and a balance in work struc-
ture and flexibility. 
 
The study expands the practical understanding of leadership in this changing working world and 
provides organizations with insights into how to develop leadership. Based on these research 
results, leadership styles should be more focused on trust, employee-oriented flexibility, and 
interactivity, which can help different age groups experience their work as more motivating and 
meaningful in a hybrid work environment. 

KEYWORDS: Leadership, Hybrid work, Generations, Flexibility, Communication, Feedback, Or-
ganizational behaviour 



3 

 

Vaasan Yliopisto 
Johtamisen yksikkö 

Tekijä: Aaro Honkala 
Tutkielman nimi:  Leadership Expectations of Different Age Groups in Hybrid Work En-

vironments: A Comparative Analysis 
Tutkinto: Kauppatieteiden maisteri 
Koulutusohjelma: Strategic Business Development 
Työn ohjaaja: Aušrine Šilenskyte 
Vuosi: 2025 Sivumäärä: 90 

TIIVISTELMÄ: 
Sukupolvien välisiä eroja työelämässä on tarkasteltu jo pidemmän aikaa, mutta tällä hetkellä 
työelämässä on jopa neljä sukupolvea sekä hybridityön vakiintuminen on muuttanut työnteon 
ja johtamisen luonnetta merkittävästi. Perinteiset johtamistavat eivät välttämättä enää vastaa 
kaikkien ikäryhmien odotuksia, joten esihenkilöiltä vaaditaan osaamista mukautua erilaisten 
johtamismieltymyksien mukaan. Tämän tutkimuksen tavoitteena oli selvittää, miten eri ikäryh-
mien odotukset eroavat liittyen viestintään, joustavuuteen, palautteeseen ja tiimihenkeen hyb-
ridityöympäristössä. Tämän lisäksi tutkimuksessa vertailtiin, miten hybridityön määrä vaikuttaa 
näihin odotuksiin. 
 
Tutkimus pohjautuu teoreettiseen viitekehyksen, joka on perustettu laajasta kirjallisuuskatsauk-
sesta johtamis- ja sukupolviteorioista. Tutkimuksen aineisto kerättiin sähköisesti lähetetyllä ky-
selyllä, johon vastasi 100 henkilöä eri ikäryhmistä. Tutkimuksesta saatu aineisto analysoitiin 
käyttäen t-testejä sekä ANOVA-analyysiä, joiden avulla saatiin selville tilastollisesti merkittäviä 
eroja. 
 
Tutkimus esittää monia mielenkiintoisia tuloksia liittyen eri ikäryhmien mieltymyksiin johtajuus-
odotuksissa. Tuloksista havaittiin, että ikäryhmien välisiä eroja johtajuusodotuksissa on kyllä ole-
massa, mutta ne ovat yleisesti vähäisempiä, mitä kirjallisuus on esittänyt. Nuoremmat vastaajat 
korostavat autonomiaa, joustavuutta ja vähäisempää valvontaa, kun vanhemmat vastaajat ko-
rostavat johdonmukaisuutta, selkeyttä ja läpinäkyvyyttä. Johtamistyyliin liittyen havaittiin, että 
osallistavan johtamisen tärkeys vaihteli hybridityömäärän mukaan, joka tarkoittaa, että hybridi-
työ vaikuttaa johtamistoiveisiin. Palautteen tyylin ja määrän tärkeys ei eronnut ikäryhmien vä-
lillä, mutta jälleen hybridityön määrällä oli merkittävä vaikutus, miten palautteen merkitys arvi-
oitiin. Mitä enemmän hybridityötä työntekijä teki, sitä tärkeämmäksi jatkuva palaute arvioitiin. 
Myös yhteisöllisyyden ja tiimihengen tärkeyteen vaikutti huomattavasti enemmän hybridityön 
määrä, kuin ikäryhmien väliset erot. 
Tutkimuksen keskeisenä havaintona oli, että hybridityön määrä vaikutti johtajuuden kokemi-
seen enemmän kuin sukupolvien väliset erot. Hybridityöympäristössä onnistunut johtaminen 
vaatii selkeää viestintää, luottamukseen perustuvaa johtamista sekä tasapainotusta työn raken-
teessa ja joustavuudessa. 
 
Tutkimus laajentaa käytännön ymmärrystä liittyen johtajuuteen tässä muuttuvassa työelämässä 
ja antaa organisaatioille näkemyksiä, miten esihenkilötyötä pystytään kehittämään. Näiden tut-
kimustulosten perusteella johtamistyyliä pitäisi painottaa enemmän kohti luottamusta, työnte-
kijälähtöistä joustavuutta ja vuorovaikutteisuutta, joiden avulla eri ikäryhmät voivat kokea oman 
työnsä enemmän motivoivaksi ja merkitykselliseksi hybridityöympäristössä. 

AVAINSANAT: Johtaminen, Hybridityö, Sukupolvet, Joustavuus, Viestintä, Palaute, organisaa-
tiokäyttäytyminen 



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Contents 

1 Introduction 7 

1.1 Research Gap 7 

1.2 Research question and objectives 8 

1.3 Structure of the thesis 9 

2 Theoretical background 11 

2.1 History of leadership 11 

2.2 Leadership Theory 12 

2.2.1 Transformational leadership 14 

2.2.2 Transactional Leadership 15 

2.3 Leadership in Hybrid Work Environments 16 

2.3.1 Hybrid work characteristics 17 

2.3.2 Hybrid leadership advantages 22 

2.3.3 Hybrid leadership challenges 22 

2.4 Performing leadership in hybrid work environment with diverse generations 24 

2.4.1 Generational differences in leadership expectations 24 

2.4.2 Baby boomers 28 

2.4.3 Generation X 29 

2.4.4 Generation Y (Millennials) 30 

2.4.5 Generation Z 31 

2.4.6 Generational expectations when working in hybrid work environment 31 

2.5 The theoretical framework of the study 35 

3 Methodology 39 

3.1 Research approach 39 

3.2 Data collection 44 

3.3 Data analysis 46 

3.4 The assessment of the quality of the data 48 

4 Findings 50 



5 

4.1 Descriptive statistics 50 

4.2 Testing hypotheses 55 

5 Discussion 65 

5.1 Theoretical contribution 65 

5.2 Managerial implications 68 

5.3 Limitations 70 

5.4 Suggestions for future research 72 

References 73 

Appendices 84 

Appendix 1. Survey 84 

Appendix 2. Levene’s Test results for homogeneity of variances 89 

  



6 

Figures 
 
Figure 1. Management and leadership characteristics .................................................. 13 

Figure 2. Theoretical framework. ................................................................................... 36 

Figure 3. Research onion and methodology choices made in this study ....................... 41 

 
 

Tables 
 
Table 1. Generational leadership preferences ................................................................ 26 

Table 2. Age of the respondents ..................................................................................... 51 

Table 3. Distribution of hybrid workdays per week by age group .................................. 51 

Table 4. Results regarding leadership communication ................................................... 52 

Table 5. Results regarding flexibility ............................................................................... 52 

Table 6. Results regarding leadership style ..................................................................... 53 

Table 7. Desired leadership style .................................................................................... 53 

Table 8. Results regarding feedback ............................................................................... 54 

Table 9. Desired feedback style ...................................................................................... 55 

Table 10. Results regarding team cohesion .................................................................... 55 

Table 11. Hypothesis 1 results ........................................................................................ 57 

Table 12. Hypothesis 2 results ........................................................................................ 58 

Table 13. Hypothesis 3 results ........................................................................................ 59 

Table 14. Hypothesis 4 results ........................................................................................ 61 

Table 15. Hypothesis 5 results ........................................................................................ 63 

Table 16. All results from hypothesis .............................................................................. 64 

 



7 

1 Introduction 

The hybrid work environment (a flexible working arrangement that combines remote 

and in-office work) has been in the spotlight in the post-pandemic period, it has been 

used a lot and is predicted to grow even more in the next few years. Hybrid work and 

leadership in general are multidimensional and complex topics. Leadership has been 

studied a lot over the years, but it plays an even more important role due to the con-

stantly changing work environment. (Ebojoh & Högberg, 2024). 

Currently, there are four different generations in working life, which creates a challenge 

for leaders to manage the different perspectives, priorities and values of the genera-

tions (Lowe et al., 2020). The transition to hybrid work has shaped the work landscape 

of different generations. So, the next step is to understand how leadership styles for dif-

ferent generations can adapt and develop in a hybrid work environment. This calls for 

research on how effective leaders can bridge generational differences, build better trust, 

and increase cohesion in this intergenerational workforce. (Saxena et al., 2024). 

Lyons & Kuron (2014) discuss that studies have revealed that there are differences be-

tween generations in critical factors from the point of view of organizations, such as work 

values, attitudes, leadership, teamwork and personality. 

 

 

1.1 Research Gap 

Articles on generational differences in the workplace are a popular topic, but they usu-

ally contain a lack of empirical basis and are often based more on generalizations than 

systematic evidence. (Rudolph et al., 2018). 

There is a real need in the business world for strong data on how to motivate, manage, 

and retain the talents of all the current four generations in work life. Generational iden-

tity studies have been carried out so far with little effectiveness, but it has the potential 

to identify the problem of generational differences within organization. For the last two 

decades, studies have tried to solve two basic questions about differences between dif-

ferent generations in working life: do such differences exist and what are they? (Lyons & 



8 

Kuron, 2014). Bertsch et al., (2022) discuss that This topic requires further research, for 

instance on how leadership styles affect different generations and how they influence 

individuals. 

Current information and research tend to be more focused on U.S.-centric analytics, pre-

dominantly written by the Baby Boomer -generation. As a result, understanding of the 

newer generations is imbalanced, as these groups are relatively new to the workforce. 

Better data is needed to help organizations focus on engaging the best and brightest 

from all generations globally. (Warner & Sandberg, 2010). 

Liden et al., (2024) discuss that it needs to be further investigated, can these traditional 

leadership theories and concepts work in the leadership of the digital age? What are the 

most effective leadership behaviors and characteristics in hybrid work? And how can a 

manager effectively motivate, influence, guide and organize hybrid teams and employ-

ees? Also, Krajac & Samardzija (2024) discuss that after the pandemic, with hybrid work 

on a huge increase, the effect of these work arrangements on the motivation of different 

generations should be studied. Research into the effects of certain leadership styles on 

the motivation of different generations could increase understanding of the subject. 

 

 

1.2 Research question and objectives 

The motivation of this study is to investigate how generational differences in a hybrid 

work environment affect perceptions and expectations related to leadership. This re-

search provides valuable data related to modifying leadership styles to meet the versa-

tile needs of multiple generations. In this study, “leader expectations” mean different 

behaviors, characteristics and ways of working that different generations consider im-

portant in good leadership (Northouse, 2021). 

These expectations are influenced by gender-specific factors such as technological and 

social experiences. The research focuses on the views of different generations on lead-

ership expectations and the effects of these characteristics on the dynamics of supervi-

sors and employees in a hybrid environment. As the research focuses on comparative 



9 

analysis, both similarities and differences between generations are shown, then recom-

mendations are suggested. 

Hybrid work is part of everyday working life today, combining the benefits of remote and 

office work. Hybrid work has changed employees’ perspectives about communication, 

flexibility, and trust, highlighting independence and increasing the need for supportive 

leaders regardless of employees’ location. In this world, effective leadership now re-

quires balancing both face-to-face leadership and digital collaboration. (Contreras et al., 

2020; Microsoft, 2021). For this reason, hybrid work provides a useful context to com-

pare how generational differences affect leadership expectations. 

 

The purpose of this study through this research opportunity is to answer the following 

research question: 

What are the preferences of leadership by different generations in a hybrid work envi-

ronment? 

To clarify the scope of the research, this final thesis does not focus on work that uses 

only office or remote working methods, because the way of managing these is signifi-

cantly different from hybrid management. The research also does not examine cultural, 

political or macroeconomic factors, nor does it focus on planning or implementing lead-

ership training related to the topic. The research focuses on identifying trends based on 

the findings of this empirical study. Through these set boundaries, the research offers a 

practical and targeted analysis of how leadership expectations vary between different 

age groups in a hybrid work environment.  

Through these findings, the practical implications are emphasized, which can be used to 

promote management practices and adaptation to the management of different age 

groups in a constantly evolving working life. 

 

 

1.3 Structure of the thesis 

This study is divided into five different main chapters, which form a coherent whole, 

where the research topic in question is discussed in its entirety. The introduction 



10 

presents the background of the research, goals and limitations according to which the 

work will be carried out. 

The second main chapter contains the theoretical basis of the study, which reviews lead-

ership theory, hybrid work features and leadership expectations of different age groups. 

With the help of this main chapter, we get a better understanding of the research and 

get to know the key concepts through which the research problem is studied. 

The third main chapter focuses on research methods, where the material-collection 

method of the research, the structure of the research and the method of analysis are 

reviewed. This chapter focuses on justifying the suitability of the chosen methods for the 

research itself. 

The fourth main chapter focuses on the research results themselves and their presenta-

tion. This chapter presents the results obtained from the survey and various analyses 

made on them. Statistical analyses, such as t-test and ANOVA model, are used to test the 

results and examine the validity of the hypotheses regarding the different preferences 

of age groups. 

The fifth chapter analyzes the results obtained from the research and compares them 

with the theoretical basis of the work in order to identify significant connections and 

differences between them. This final chapter also presents recommendations for organ-

izations to develop leadership practices. Finally, this chapter presents the limitations of 

the study and suggests different directions for future research that could help deepen 

the understanding of leadership expectations between different age groups in a hybrid 

work environment. 

 



11 

2 Theoretical background 

The theoretical structure of this study includes two key elements. The first part focuses 

on leadership and examines how the leadership expectations of different age groups 

may differ. It also examines leadership more widely, analyzing various leadership styles 

and how different age groups shape their expectations of leadership. 

The second element focuses on hybrid work, which combines office and remote work. 

This section addresses the challenges brought by hybrid work, such as employee engage-

ment, communication, trust, and team management. 

”Whatever the nature of the problem or opportunity, leadership is seen as being neces-

sary to make progress.” (Wilson, 2016) 

 

 

2.1 History of leadership 

Throughout history, leaders have been defined and analyzed as people think about how 

they can succeed. However, leadership itself and its development have not changed sig-

nificantly, but our understanding and perception of leadership have developed. (Spitzer, 

2009). Leadership is not a simple thing, and it comes in many different styles. This raises 

the question whether the current simply models are appropriate. The Great Man theory, 

which suggests that leaders lead while employees simply follow, does not fit. But is trans-

formational leadership also suitable in this time? (Witzel, 2019) 

 

History is filled with various leaders, for example Napoleon Bonaparte, Alexander the 

Great, and Abraham Lincoln. Nevertheless, leadership continues to create discussion to-

day, and many studies are conducted to better understand what leadership really is. To-

day’s leadership is usually associated with business and management, as well as how 

individuals inspire, motivate, and influence within an organizational environment. (Keele, 

2023). Research on leadership is a forever developing field. Study of the field has evolved 

from studying individual leaders to the study of qualities related to leadership, its for-

mation and evolution (Hunt & Fedynich, 2019). 



12 

 

 

2.2 Leadership Theory 

What is leadership? Leadership consists of a range of behaviors and ways of thinking that 

align individuals towards a common direction, facilitate the achievement of shared goals, 

and help adapt to an ever-changing environment. (Mckinsey, 2024). Eikenberry and Tur-

mel (2018) Discuss that leadership is usually considered a person or a role. Leadership is 

not what we have or own, it is what we do. And if leadership is what we do, leadership 

is not a position or title. If people follow you, you are a leader. If they don't follow, you 

don't lead either. The leader has more responsibility than just himself and his own results. 

You must be sure that the direction you are going and leading is valuable and useful. This 

responsibility can be ignored but the meaning of the role does not change. 

“Leadership isn’t management” Management skills focus more on plans, processes, 

methods, forecasts and budgets. Leadership skills focus more on influence, people, de-

velopment and guidance. Both skills are still valuable, and you may need all of them to 

be successful in your role. However, it must be remembered that good managers are not 

necessarily good leaders and the same is also true the other way around. 

 

Figure 1 shows the differences between leadership and management, but also how their 

functions are equally close to each other. 



13 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Leadership has become increasingly important and highly valued over the years. People 

Leadership has become increasingly important and highly valued over the years. People 

are interested in what makes a good leader and actively strive to develop their own lead-

ership skills. (Northouse, 2021). Leadership and leadership skills are not natural for eve-

ryone. Great leadership is usually seen as a behavior rather than a personal trait, mean-

ing that leadership is a skill that you can always learn. (Mckinsey, 2024).  

 

Effective leaders are associated with high morale, successful teams, and peak perfor-

mance. In contrast, ineffective leaders are linked to low commitment, dissatisfaction, 

and poor performance. (Stashevsky & Burke, 2006). Also, Howieson (2019) emphasizes 

that ”The most commonly used measure of leader effectiveness is, however, the extent 

to which the leader’s organizational unit performs its task successfully and attains its 

goals, whatever they may be.” Smarter leaders understand that by reducing a certain 

amount of power, they can potentially create a more enthusiastic work community. 

Without great collaboration, nothing can be accomplished. (Witzel, 2019). 

- Collaborating 
- Coaching 
- Guiding 
- Communicating 
- Team building 
- Creating change 
- Providing vision 
- Supporting 
- Encouraging 
- Setting goals 
- Focusing on people 

- Forecasting 
- Planning 
- Coordinating 
- Budgeting 
- Directing 
- Sourcing 
- Maintaining 
- Problem solving 
- Being tactical 
- Setting objectives 
- Focusing on processes 

 
 
 
 

Management Leadership 

Figure 1. Management and leadership characteristics (adapted from Eikenberry & Tur-
mel, 2018) 



14 

 

Many definitions of leadership have been used for a long time. The influence mechanism 

that aids various groups in achieving their objectives is a feature shared by all classifica-

tions. According to this concept, leadership is essentially about inspiring and directing 

people towards a common goal. (Northouse, 2021). The effectiveness and success of 

leaders are sometimes measured by how much they influence team cohesion. This is 

observed through the perceptions of outsiders or employees. (Howieson, 2019). The 

strength of leaders partly depends on the strength of their subordinates. Therefore, lead-

ers must ensure they have the right people in the correct positions. (Witzel, 2019). 

 

There is not just one right way to lead and be a leader. Everyone is an individual, just as 

all the organizations and teams are personal in their own way. Everyone needs a personal 

way of leading. However, many leaders belong to a certain general group of leadership 

styles, but each leader has different strengths and weaknesses related to leadership. 

Next, two general leadership styles are presented, which appear several times in differ-

ent literatures related to leadership. (Parsons, 2024). Leadership has been evaluated 

with many different practices. Strictly task-oriented approaches and those that improve 

more employee development and commitment. There are really many leadership frame-

works. The most frequently discussed leadership styles include for example transforma-

tional, transactional, servant and adaptive leadership. But this thesis focuses only on 

transformational and transactional leadership, because these two mentioned leadership 

styles are the most cited and validated styles in literature. (Northouse, 2021). 

 

 

2.2.1 Transformational leadership 

Transformational leadership is a leadership style where followers experience positive 

changes. Transformational leaders are generally enthusiastic, passionate, and energetic. 

In this leadership approach, the focus is not only on being concerned and involved in 

processes but also on helping employees succeed. The aim of this leadership style is for 

both employees and leaders to elevate all to higher levels of morality and motivation. 



15 

(Downton, 1973, as cited in Kirimi et al., 2010). According to Viitala and Jylhä (2019) this 

type of management promotes innovation, promotes job satisfaction and the work at-

mosphere. 

 

These leaders strive to create perspectives and ideas that will bring prosperity and 

growth to the organization. Transformational leaders strive to develop passion, loyalty, 

and loyalty among staff and leaders and then strive to mobilize them to make major 

changes to the company's foundation. Transformational leaders try to list higher perfor-

mance figures and move to new better directions. (Korejan & Shahbaz, 2016). 

Transformational leadership is an approach in which leaders aim to transform organiza-

tions or teams by communicating, creating, and modeling the organization's vision while 

still inspiring employees to achieve this vision (Kirimi et al., 2010). 

 

 

2.2.2 Transactional Leadership 

A transactional leader focuses more on results, evaluates success through a reward sys-

tem, and aligns with the organization's structure. Transactional leaders are formally au-

thoritative and hold a position of responsibility within the organization. Such leaders 

oversee routine tasks, managing employee performance, and working to improve group 

performance. (STU, 2014). 

A transactional leader does not fully trust his employees, and because of this, he feels 

that it is one of his most important tasks to take a role on problems, deviations and mis-

takes. A transactional leader does not challenge for change but is more about maintain-

ing status. This kind of leadership can be effective in routine situations and in the short 

term. (Viitala & Jylhä, 2019). 

 

Ebojoh and Högberg (2024) Discusses that hybrid work requires a necessary leadership 

style that meets the challenges and requirements of remote working. However, there is 

a lack of a clear definition for such leadership methods. 



16 

Organizations must find ways to combine the harmonies of generations, or else conflicts 

will grow and threaten the effectiveness and continuity of the corporate culture (Salko-

witz, 2008). Remote work brings its own challenge of leading people of different ages, 

so it is important to know how to lead different generations in a hybrid working environ-

ment. 

 

 

2.3 Leadership in Hybrid Work Environments 

Hybrid working – a mix between office and remote working. This became inevitable in 

2020 and now it has become the new norm in the world. According to several studies, 

the majority prefer a flexible way of working, even though more workplaces want their 

employees back physically in the office. (Doherty, 2023). 

The transition to this remote work has led to the fact that the operations of the organi-

zations and the employees' experiences of working have changed significantly. Remote 

work has seen many different advantages, such as increased productivity, flexibility, bet-

ter work and private life balancing, and the motivation of some employees has also im-

proved. Remote working, however, brings with it its own challenges, which are job sat-

isfaction, the deterioration of the work culture, cooperation, and for some employees, 

motivation decreases. (Sfetcu, 2024). 

 

Currently, an arrangement is generally used where the employee is at the office part-

time and the other part at home. This arrangement has become very common, and or-

ganizations try to mix the implementation of these two working locations to be able to 

utilize the strengths of both. (Banhidi, 2024). 

As a result of the shift to hybrid work, dealing with coworkers and team members now 

mostly takes place with a variety of virtual communication methods, such as video con-

ferencing, and instant messaging. (Schwarzmüller et al., 2018, as cited in Bellis et al., 

2024). In order to manage and lead hybrid and remote working successfully, it requires 

the use of technological infrastructure and tools. By investing in the right tools, 



17 

organizations can improve their productivity and make their remote workforce more ef-

ficient. (Grey, 2023).  

 

Situations vary across workplaces. Some employees work mostly remotely, some spend 

more time in the office, while some combine both styles. However, recent surveys have 

shown that up to 90% of organizations are planning a hybrid work model, where all or at 

least some employees will work both on-site and remotely. (CCL, 2024). It is important 

to understand the variables at the individual and organizational level that can be used to 

promote employees' remote work (Bullini Orlandi et al., 2024). Doherty (2023) mentions 

that if hybrid working is not possible at the workplace, it is difficult for the organization 

to get good new talents, and their current employees leave with a lower threshold for 

other opportunities. Also, Sfetcu (2024) emphasizes that it is important for leaders to 

understand the preferences of their employees if they want to hold and attract talents. 

If this is ignored, it can lead to valuable employees switching to a competitor that offers 

better arrangements related to remote working. 

 

 

2.3.1 Hybrid work characteristics 

Effective communication is one of the most important characteristics of hybrid work. 

Success depends a lot on communication, because there lies a great risk. Errors in com-

munication can cause weak information sharing, lack of knowledge, alienation of em-

ployees and obstacles to effective teamwork. (Buła et al., 2024). 

Hybrid work can have potential negative effects on employees' communication, so it is 

important to make sure of the right kind of communication and create a remote work 

environment for employees where they can get the necessary support. This is reinforced 

by the fact that hybrid employees require high-quality communication in remote work-

ing conditions. (Mikkelson et al., 2024). 

It is important that employees who work from home feel that they have the same op-

portunities and access to management and team interaction as those who work in the 

office (Buła et al., 2024). 



18 

Annanya & Hemakumar (2023) discuss that according to their research, collaboration 

has a significant difference when compared to a hybrid work model and a normal office 

model. Cooperation is higher in hybrid work. If the right communication style and tools 

are used in the organization, it improves hybrid work, because it is significantly more 

flexible than in the office model, without reducing efficiency. 

Santillan et al., (2023) discuss that in their conducted research, it was noticed that in 

hybrid work, collaboration and the performance of tasks were in a significantly better 

state. However, challenges arose in terms of deadlines and deliverables. 

It is therefore important to strive to promote collaboration and various activities that 

can strengthen the relationships between the team. These include, for example, brain-

storming, virtual meetings and various project work to increase convergence. By posi-

tively promoting team dynamics, it is possible to reduce the number of conflicts and 

enhance the problem-solving ability among the team. (Management concepts, 2025). 

 

Working remotely has many effects on commitment and motivation. Remote work can 

increase motivation through better control of the own work environment and better au-

tonomy. Flexibility from remote work where employees have a better chance to influ-

ence their own work-free time balance, which can increase engagement and motivation. 

According to studies, it has been found that the greater autonomy at work, the better 

the employee's engagement and motivation are related to work. (Sfetcu, 2024). Jindain 

& Gilitwala (2024) states that in a study that they concluded employee engagement is 

better with a hybrid work model. 

In hybrid work, improving the motivation of the organization's employees is also critical 

in terms of engagement. High motivation in hybrid work is achieved when individual and 

collective motivators are understood, relevance is provided, recognition is given, and 

clear goals are set. (Omolambe & Menon, 2024). Also, employees who feel valued by 

colleagues and managers are much more likely to be significantly more committed to the 

project which can be seen in engagement (Jindain & Gilitwala, 2024). 

 



19 

However, on the flip side, remote work can bring challenges to work motivation. In re-

mote work, social interaction and support from colleagues are lost, which can lead to a 

decrease in motivation, a feeling of loneliness and weaken commitment. In remote work, 

the boundaries between personal and professional life weaken and thus can cause burn-

out and weaken work motivation. The motivation factors you get in the office, such as 

feedback and recognition, are also reduced when working remotely, which are critical 

for engagement. (Sfetcu, 2024). 

 

Research has shown that remote working and job satisfaction have positive connections. 

According to the results, it has become clear that those who work remotely are generally 

more satisfied with their job than those who do not take advantage of remote work. This 

is generally since in remote work, autonomy and flexibility are at a better level, leading 

to better job satisfaction. (Sfetcu, 2024). 

According to some studies, remote work also improves the productivity of employees. It 

is said that about two-thirds of remote workers experience better productivity due to 

better time management and a more comfortable work environment. For example, 

when the time spent commuting to the workplace is removed, it enables better use of 

time for the work tasks themselves, which can increase efficiency. Working from home 

can reduce disturbances that generally happen in the office, such as disturbances from 

colleagues or several meetings. At the home office, employees can adjust their working 

days to their peak productivity periods, which results in higher quality work results. How-

ever, in contrast, distractions can occur in a home office, such as family responsibilities, 

technical problems, and housework can reduce productivity. Also, tasks that require 

face-to-face collaboration or certain equipment cannot be performed remotely in the 

first place. (Sfetcu, 2024). 

This is confirmed by a study conducted by Aprilina & Martdianty (2023), which states 

that hybrid work/working from home provides better starting points for work-life bal-

ance, making it easier for employees to focus on the task at hand. Employees also have 

better flexibility in starting, ending and organizing their own workload. Through these 

factors, job satisfaction and productivity increase. 



20 

However, the conflicting results obtained from many different studies show that remote 

working is not the right solution. This is influenced by personal circumstances, organiza-

tional support and job characteristics. (Sfetcu, 2024). 

This can be influenced, for example, by the preferences of different age groups. Next, we 

compare the expectations of different age groups for leadership and what they want 

from the modern workplace. 

 

When managing hybrid teams, leaders face uncertainty in managing the atmosphere. 

Due to remote work, they only have limited visibility into processes and employees' 

workloads. The opportunities for bilateral discussions are much more limited and fewer. 

(Scharf & Weerda, 2022). Workplaces that utilize a hybrid work model, leaders must be 

fair, lead with empathy, enhance social learning, use different hybrid communication 

methods, and build strong networks. (EY, 2021). 

The emphasis in hybrid or remote work should be on maintaining human relationships 

and people-centered leadership. It is proposed to focus on empathic checks, maintaining 

and building cohesion, and creating an environment that promotes trust. (McLinden & 

McLaughlin, 2023). Leading in a hybrid environment must therefore focus on under-

standing the pain points of the employees (Doherty, 2023). The constantly evolving val-

ues and preferences of employees also require adaptive and personal leadership from 

managers (Banhidi, 2024). 

 

Technology and its continuous development have promoted managing and organizing 

distributed teams. The rise of the global workforce and constant competitive pressures 

have even made virtual teams mandatory for some organizations. (Lepsinger & DeRosa, 

2010) In order for us to be able to respond to such continuous changes, the systems, 

organizational structures and various processes have become more efficient, flexible and 

more adaptable. Many organizations have switched from "traditional" work to virtual 

teamwork. Virtual teams enable organizations to reach experts without having to worry 

about space and time barriers (Mehtab et al., 2017). Managing teams remotely is still 

leadership, and the general principles of leadership have not changed. The only thing 



21 

that has changed is that the employees perform their work in different places. (Eik-

enberry & Turmel, 2018). 

Lepsinger & DeRosa (2010) discuss that the best virtual team leaders stood out from 

others with the following five things: the ability to create a collaborative work atmos-

phere, the ability to inspire team members, good interaction skills, the ability to com-

municate the right direction and goals to the team, and the ability to manage changes. 

Almost all organizations work either completely or partially in the environment. Multi-

national organizations are dependent. Creating a virtual environment for an organization 

is not difficult with the help of software and modern infrastructure, but leadership itself 

is a challenge in this kind of environment. (Mehtab et al., 2017). Effective management, 

openness and trust are vital elements in hybrid and remote work. The organizational 

culture must aim for flexibility, continuous learning and autonomy. It is necessary to in-

crease the amount of regular feedback, provide opportunities to develop one's own skills, 

and promote the balance of work and family life. These elements play a crucial role in 

employee well-being and commitment. (Grey, 2023). 

in addition to leading remote team, managers must involve employees in making deci-

sions that affect cohesion, communication and cooperation among the team. In leader-

ship, the focus must therefore change from decision-making to managing employee re-

lations. Leaders must focus on spending more personal time with their employees and 

ensure that cohesion improves. (Banhidi, 2024). 

 

Hybrid working – a mix between office and remote working. This became inevitable in 

2020 and now it has become the new norm in the world. According to several studies, 

the majority prefer a flexible way of working, even though more workplaces want their 

employees back physically in the office. (Doherty, 2023). 

The transition to this remote work has led to the fact that the operations of the organi-

zations and the employees' experiences of working have changed significantly. Remote 

work has seen many different advantages, such as increased productivity, flexibility, bet-

ter work and private life balancing, and the motivation of some employees has also im-

proved. Remote work, however, brings with it its own challenges, which are job 



22 

satisfaction, the decline of the work culture, cooperation, and for some employees, mo-

tivation can decrease. (Sfetcu, 2024). 

 

 

2.3.2 Hybrid leadership advantages 

After surviving the pandemic, several organizations have adopted a flexible way of work-

ing to stay in the work life. This hybrid work can significantly improve employee satisfac-

tion and productivity. (Gratton, 2021). Mierzejewska et al., (2024) also say that remote 

work can have positive effects on the organization and its employees. With remote work, 

employee commitment, productivity, commitment and motivation are at a better level. 

However, the positive effects depend on the social interactions in the organization and 

the leadership style of the managers. 

 

Although remote work brings problems, for example for organizations communication 

and creating a common atmosphere, it also has its own positive aspects. 

According to research, remote workers work just as much, maybe even harder than their 

office-based colleagues. According to study, remote workers may be up to twice as likely 

to work more than 40-hour weeks, and in addition to this, remote workers are 20% more 

efficient when it comes to doing creative projects remotely. This is because a home office 

lacks distractions from colleagues, which results in achieving goals faster. A Chinese call 

center tested the theory and found that remote workers called 13% more customers 

than those working in the office. (Stewart, 2016). 

 

 

2.3.3 Hybrid leadership challenges 

There are many challenges associated with remote leadership. When employees do not 

see each other face to face, it can be difficult to create a work environment where re-

spect and trust are at a good level. In addition to this, supervisors may not be able to 

participate in employees' informal discussions and interactions, which are used to build 



23 

relationships. (Laker, 2023). Remote work can bring many different challenges, most re-

lated to social isolation, increased stress and communication (Mierzejewska et al., 2024). 

When all employees work under the same roof, it is much easier to maintain and define 

a common work culture (Eikenberry & Turmel, 2018). 

In a study on leadership in the United Kingdom, it was found that nearly 75 % of employ-

ees felt a lack of leadership during the pandemic. Issues such as motivation, problem-

solving, team strengthening, emotional intelligence, and empathy were highlighted 

among leaders. As hybrid work becomes the new normal, it means that leaders can leave 

behind poor leadership practices and embrace the new better habits. It’s time to stop 

speculating and focus on the present. (EY, 2021). 

In remote work, it's essential to recognize that each employee is unique, with their own 

communication and work styles. That’s why creating a work environment where every 

employee feels comfortable sharing their emotions, ideas, and feedback is important. 

This may need regular one-on-one feedback sessions to help maintain motivation. Addi-

tionally, providing employees with autonomy in their work is important. Regular video 

meetings can also be beneficial, helping everyone stay on the same page and making it 

easier to build better relationships. (Laker, 2023). 

The hybrid work model can make it difficult to separate work and free time, which can 

lead to increased stress or even burnout. Because of this, it is important for organizations 

and leaders to prioritize work-life balance and emphasize employees' well-being by of-

fering resources to support mental health, encouraging taking breaks and encouraging 

for more flexible schedules. (Jindain & Gilitwala, 2024). 

Leaders must also create different nodes to enable better communication between team 

members and to encourage them to build a better network and make employees feel 

more empowered. This means that leaders must be ready to give up certain control and 

create new processes and behaviors for hybrid leadership. Some leaders generally find 

this a difficult change, some even impossible. However, this can be achieved by following 

a certain consistency, focus and effective communication. With this way, the team's op-

portunity for better commitment and productivity can be expanded. Leaders must cre-

ate a virtual system that enables employee engagement, open communication, publicly 



24 

recognizing employee achievements, and giving more responsibility and autonomy to 

their work. The workplace team may be virtual, but the leadership must nevertheless be 

transparent and authentic. (Stewart, 2016). Leaders must be transparent in their ap-

proach to hybrid working so that all employees in the organization know the common 

goal (Doherty, 2023). 

As organizations continue to struggle with the complexities of hybrid leadership and bal-

ancing remote work, a significant new contemporary complexity is also emerging, which 

is the participation of multiple generations in the workforce. These people of different 

ages bring several different and unique expectations, motivational factors and commu-

nication styles to the world of work. These can either be consistent or completely at odds 

with current management practices in a hybrid workplace. The needs and preferences 

of these age groups can affect many aspects at the organizational level, so it is critical to 

examine how the differences between generations affect leadership in hybrid work. By 

understanding generational preferences, managers can tailor their own approaches to 

be most effective and ensure that arrangements meet the changing expectations of em-

ployees and contribute to the organization’s success. 

 

 

2.4 Performing leadership in hybrid work environment with diverse gen-

erations 

 

 

2.4.1 Generational differences in leadership expectations 

It is important for organizations and leaders to be aware of generational preferences 

because in the 21st century, more generations are working together (Arsenault, 2004). 

Analyzing generations has become common in both academic and sociological fields to-

day. It is important for organizations to understand different generations and their 

unique differences. (Mccrindle, 2024). The current multigenerational workforce in to-

day’s world presents unique opportunities as well as challenges. Leaders need to have 



25 

the right skills to navigate generational differences flexibly, empathetically, and support 

the commitment. (Perham-Lippman, 2024). Generalizing "one specific" leadership strat-

egy and organizational planning does not necessarily increase motivation and employee 

satisfaction among so many different generations (Chao, 2005 as cited in Al Safi, 2019). 

 

Throughout history, leaders have faced and had to overcome challenges that are part of 

the nature of leadership. When leaders have encountered an obstacle, they have relied 

on their advisors, past similar cases or their teams to determine the most suitable deliv-

ery method. Leaders rarely face challenges that no one else has found a solution to be-

fore. Usually there has always been a similar event in the past, but not anymore. Man-

agers will face unique challenges, because for the first time in working life there will be 

four genders working. All these four generations bring their own different challenges 

with their generational and personal preferences. (Hobart & Sendek, 2014). 

 

In this paragraph, the focus is more on the generations currently in working life, i.e. ex-

cluding Generation Alpha. 

Table 1 shows different age groups and what they prefer in hybrid work environment. If 

you ask about the birth years of generations, you will certainly get a lot of different an-

swers. However, the years are not far from each other and usually only differ by a year 

or couple. (Grubb, 2016). All four of these generations (excluding Generation Alpha) are 

currently more or less active in the workforce, and each group can be characterized as a 

separate whole shaped by different formative years. These age groups have been influ-

enced by a variety of economic, political, technological and social factors in each gener-

ation. (Warner & Sandberg, 2010). 



26 

Table 1. Generational leadership preferences (Mccrindle, 2024). 

Category Baby 
Boomers 

Generation X Generation 
Y (Millenni-

als) 

Generation 
Z 

Generation 
Alpha 

Born in Born 
~1946-1964 

Born 
~1965-1979 

Born 
~1980-1994 

Born 
~1995-2009 

Born 
~2010-2024 

Leadership 
style 

Directing Coordinating Guiding Empowering Inspiring 

Ideal 
leader 

Thinker Doer Supporter Collaborator Co-creator 

Learning 
style 

Structured Participative Interactive Multi-modal Virtual 

 

Cebollero (2022) states that generation X is currently leading in the workforce, but Mil-

lennials are quickly catching up. That’s why it is important to continue preparing future 

leaders within the workplace. This can be achieved through openness and honesty, shar-

ing experiences, and developing learned skills. As we move forward across generations 

and Generation Z increasingly enters the workforce, our expectations and leadership 

styles have had to change. Authoritative and command-based leadership is a thing of 

the past. This old style of leadership is fading, and a new era of leadership is taking its 

place. 

In 2025, generation Y will be the largest share of the world’s workforce, which will be 

about 75 percent (Hobart & Sendek, 2014). 

When these four generations share a common office at the workplace, how should you 

lead to get all generations to work towards the company's goal evenly? Leaders and HR 

employees must be ready to lead these generations adaptively, because all generations 

have different ideas about career goals, work ethics, balancing work and leisure time, 

among many other topics. All generations bring their own goals, motivations, expecta-

tions and experiences to a shared office, so leaders must be ready to understand these 

differences to create a productive work environment. (Grubb, 2016). 

 

There are currently several generations in the workforce. While motivators may differ 

across these generations, many similar desires unite them. Employees from all 



27 

generations want to work in an environment where they can trust and care about each 

other. Therefore, creating a team dynamic that serves everyone is critical. Because of 

this, a list of tactics has been put together to help leaders lead spirits across generations 

and overcome stereotypes. It includes the next 10 tactics: Learn from others, promote 

well-being at work, show respect and share values, be reliable, promotion of psycholog-

ical safety, communicating about the change, breaking silos, doing the right things to 

retain talent, creating a learning culture and building coaching skills. (Deal & Worming-

ton, 2024). 

 

Many managers currently in the working world assume that managing many generations 

is challenging because of the ages of their generations and other differences. Although 

there are generational cultural differences, such as the acceptance of tattoos, the expec-

tations of effective management are relatively similar for all people in working life. Man-

agers at all levels benefit from understanding that regardless of the age of the manager 

or leader, effective leadership is effective leadership. (Deal et al., 2014). 

Lowe et al., (2020) Says that leaders should not switch leadership styles between gener-

ational stereotypes but rather treat all generations as a diversity of individuals and a 

social identity. As Uhlmann et al., (2023) also say, the leader’s responsibility is not only 

to lead each employee individually and to listen and support, but it is also important to 

consider each age group's own needs. 

It is therefore crucial to know how to solve the demands of different generations, so that 

the organization can get the cooperation ability it needs from its employees of all ages. 

Differences in attitudes between generations affect all workforce interactions and social 

interactions. (Salkowitz, 2008). 

 

At the current situation the trend is towards employees being more self-centered and 

more independent, and not so much committed to the organization and moving more in 

their careers. The search for personal fulfillment is even more common among employ-

ees. Employers and managers who allow employees to fulfill their growth needs have a 

positive effect on engaging interest and maintain employees. You can accept these 



28 

current trends and get used to the new present day, which involves several organiza-

tional changes and employees focusing more on themselves, or you must know how to 

offer flexible enough working conditions, the right job offers and the right kind of lead-

ership. While also trying to meet the needs of these several generations. (Lyons & Kuron, 

2014). 

As employees prefer their own promotion in their careers more than staying in their own 

organization, leaders must figure out how to adapt to changes related to employee loy-

alty (Grubb, 2016). The employee's age also has an impact on commitment to the work-

place. Older employees are usually more committed than younger ones. A connection 

between resources and age was found. Older employees are more committed than 

younger employees due to greater resources and abilities, such as their own emotional 

life and the ability to maintain their own career identity. (Alam et al., 2023). In a study 

conducted by Gallagher (2021) there were also found differences, where it was shared 

that in the post-pandemic period, younger employees emphasized a flexible way of 

working more than older employees. Generation Z wanted twice as much flexibility in 

their work as the baby boomers. 

Although it is important to know about the different expectations of the generations, it 

is nevertheless important to inquire not to stereotype too much based on the age of the 

employees. When managing individuals, it must be kept in mind that everyone has their 

own personal needs, which come from the individual's personal goals and life situation. 

Even though the difference between the generations can become obvious, it must be 

remembered that everyone is treated as an individual, and not only according to the 

assumptions brought by the generations, so that they can achieve their own personal 

best. (Grubb, 2016). 

 

 

2.4.2 Baby boomers 

Slepian et al., (2024) as cited in Keister & Deeb-Sossa, (2004) describe that this genera-

tion was born between 1946 and 1964. These birth years are the only ones of the gen-

erations that are kind of universally accepted (Grubb, 2016). Their upbringing took place 



29 

in the immediate post-war period, during which, for example, the U.S. economy was 

"booming" after World War II. At the same time, the Civil Rights Movement began as 

social consciousness was on the rise. Because of this, this generation is seen as a hard-

working group of people who have strived to create a good life for themselves and their 

families. Baby Boomers are also more prosperous than previous generations. (Slepian et 

al., 2024, as cited in Keister & Deeb-Sossa, 2004) 

 

The Baby Boomer generation generally works hard and is loyal to their employer. This 

generation is willing to collaborate with others and expects the same treatment in return. 

Baby Boomers accept more hierarchy and directives in leadership style. They also expect 

to receive guidance from their supervisors toward organizational goals. However, this 

generation is not highly skilled with technology, and they generally do not appreciate 

change. (Yu & Miller, 2005). This generation has also adopted a more authoritative lead-

ership style, and they are able to focus on the demands of leaders and follow strict rules 

(Herrmann, 2024). 

 

 

2.4.3 Generation X 

Generation X includes people born between 1965 and 1980, although many resources 

vary in their year ranges. This generation is sometimes referred to as the "middle child" 

generation, as it follows the well-known Baby Boomers and precedes the Millennials. 

Generation X grew up during a time of increasing single-parent households, children of 

divorce, and dual-income families compared to the previous generation. Many of them 

returned to empty homes after school as their parents were still working. They were also 

the first to grow up with private computers, making them tech-savvy, and they experi-

enced the widespread availability of cable television. (Mckenna, 2024). 

 

Generation X values more personal satisfaction over hard work. They are usually more 

loyal to their profession than to their employer. They continually seek to improve their 

skills. With a high value on autonomy, and flexibility in both work and personal life, they 



30 

want less direct leadership. This generation is excited about updating their knowledge, 

given their strong technical abilities, developed as they grew up surrounded by massive 

information amounts and quickly changing technology. (Yu & Miller, 2005, as cited Keav-

eney, 1997). This generation is looking for more equality and balance in working life. As 

employees, they look for flexibility, enjoy independence and are a little skeptical. 

(Herrmann, 2024). They are also seeking money and autonomy (Grubb, 2016). 

 

 

2.4.4 Generation Y (Millennials) 

This generation is also referred to as Millennials, and they were born between 1981 and 

1996, although the years can vary by a year or two. This generation remembers signifi-

cant events, such as various terrorist attacks. They are also the first generation to have 

access to smartphones and computers starting from a young age. That’s why they were 

early consumers of streaming services and social media. Many individuals from this gen-

eration have started successful social media applications, Mark Zuckerberg being per-

haps the most well-known. However, many individuals of this generation entered the 

workforce during one of the worst economic times. Millennials faced very high unem-

ployment rates, and those who found jobs were either in positions not equivalent to 

their degrees or significantly underemployed. (Zelazko, 2024). 

 

Millennials are currently the largest generation in the workforce, emphasizing new val-

ues and expectations that do not go good with traditional leadership styles. This gener-

ation challenges old leadership approaches, demanding greater relationship-building, 

communication, and empowerment in the workplace. (Post, 2024). Millennials have an 

opportunity to make independent decisions, focusing more on personal freedom than 

job content. They also value continuous interaction with their leaders, with many of 

them expecting feedback as often as weekly. While teamwork is particularly important 

to them, millennials don’t necessarily aim to work with friends. (Bersman, 2014). Millen-

nials want personal guidance and connection from their leaders. This generation likes to 

challenge the current situation and is constantly looking for improvements. (Herrmann, 



31 

2024). Grubb (2016) discusses that along with this, millennials want recognition more 

often in a team environment. 

 

 

2.4.5 Generation Z 

Gen Z is now the second-youngest generation. Only Generation Alpha is the younger 

generation, who have not yet entered the workforce. Every generation as well as Gen Z's 

behavior has been influenced by the conditions in which they grew up. This generation 

has grown up during pandemic restrictions, climate concerns, and an uncertain economy. 

The earliest group of Generation Z were born when the internet became a part of eve-

ryday life. This generation also covers a wide period: the older individuals have been in 

the workforce for a while and own their own homes, while the younger ones are just 

stepping into adulthood. It is estimated that by 2025, up to a quarter of the population 

in the Asia-Pacific are Generation Z. (Mckinsey, 2024). 

 

This generation wants a workplace where they are not just part of mass but can make a 

significant contribution. Generation Z values flexible working hours, a fun work environ-

ment, and paid time off work. Unlike the millennials, generation z is not looking for rapid 

career advancement, instead, they aim to gain value more quickly. (Turner, 2015, as cited 

in Gabrielova & Buchko, 2021). This generation appreciates softer leadership methods, 

where leaders offer a collaborative work environment to their employees. (Herrmann, 

2024). 

 

 

2.4.6 Generational expectations when working in hybrid work environment 

Research has shown that leadership expectations differ across generations, and these 

differences influence how employees engage with leaders in hybrid environments. Baby 

Boomers, for example, often favor more hierarchical leadership with clear authority. 

Generation X, while appreciating structure, places a higher value on autonomy and 



32 

independence in their work (Cebollero, 2022; Herrmann, 2024). Millennials emphasize 

collaboration, frequent feedback, and a supportive leadership style that promote devel-

opment. Generation Z seeks more flexibility, meaningful work, and leaders who offer 

guidance and support while embracing technology (Cebollero, 2022; Herrmann, 2024). 

 

In hybrid work, these generational expectations become even more clear. As employees 

part their time between working remotely and in the office, leaders must balance struc-

ture and flexibility, using technology to maintain team cohesion and engagement. Re-

search states that hybrid work brings unique challenges for leaders, including maintain-

ing employee commitment, building trust, and ensuring equal treatment, no matter 

where employees are working (Doherty, 2023; Schwarzmüller et al., 2018). 

 

Studies suggest that effective hybrid leadership requires a deep understanding of how 

different generations interact with technology and how they expect leadership to adapt 

in virtual settings. It is well recognized that Millennials and Generation Z are more com-

fortable with technology and digital communication, which influences how they feel vir-

tual leadership (Lepsinger & DeRosa, 2010; EY, 2021). This means that the leadership 

strategies that work for Baby Boomers and Generation X may not be as effective for 

younger generations in hybrid environments. 

While the literature on leadership in hybrid work environments is growing fast, signifi-

cant gaps remain in generational leadership styles in hybrid work. Although different 

generational leadership expectations have been explored in traditional office settings, 

there is limited research on how these expectations shift in hybrid work environments 

(Ebojoh & Högberg, 2024). As organizations continue to accept hybrid work models, it is 

important to understand how these generational preferences change when work is done 

across both settings. 

 

There are not enough studies on how different generations experience virtual leadership. 

Hybrid work is strongly associated with the use of various digital tools, but it is still un-

clear how all generations want to be managed in a hybrid work environment. While 



33 

Millennials and Generation Z prefer a more informal and repetitive style of communica-

tion digitally, older generations may prefer more formal, scheduled communications. Un-

derstanding these things is important to be sure that leaders can effectively motivate 

their teams regardless of their generation. 

 

There is a need for more research on how hybrid leadership can promote cohesion and 

trust among a multi-generational workforce. Studies emphasize the importance of emo-

tional intelligence, empathy, and flexibility in hybrid leadership (Lepsinger & DeRosa, 

2010; EY, 2021), However, further research is required to determine how various gener-

ation’s view and value these attributes in a hybrid work environment. 

 

Each generation has their own preferences for leadership and working styles in a hybrid 

work environment. (Mccrindle, 2024; Lyons & Kuron, 2014). The literature states that 

while some employees are more into flexible schedules and digital communication, oth-

ers prefer clear routines and scheduled interactions. (Grubb, 2016; Herrmann, 2024). 

 

Baby boomers and Generation X are loyal and hardworking employees to their employ-

ers (Yu & Miller, 2005). Baby boomers support extensive communication, share respon-

sibilities, and value others' autonomy (Arsenault, 2004). They are able to adapt to digital 

communication but still value direct and clear face-to-face interaction and traditional 

leadership styles (Grubb, 2016; Singh, 2014).  

Older generations typically value defined processes and clear goals more, while the 

younger Generation X wants more balance between family and work life (Mckenna, 

2024). Bertsch et al., (2022) states that Generation X favored participative leadership 

significantly more than Baby Boomers. In leadership style, baby boomers accept more 

the authority line. They also want their leaders to guide them closer to the organization's 

goals. The literature has concluded that baby boomers and Generation X need different 

leadership styles if they want to be productive in today's work environment. (Yu & Miller, 

2005). 

 



34 

Younger generations, like Millennials and Generation Z, generally prefer regular feedback, 

digital workplace communities, and meaningful work. (Post, 2024; Turner, 2015, as cited 

Gabrielova & Buchko, 2021). Millennials value frequent open conversations with their 

leaders and independent decision-making. (Grubb, 2016; Myers & Sadaghiani, 2010). 

Generation Z, who grew up with many different digital tools, value more real-time feed-

back and more participative leadership that includes a supportive work environment and 

brings community more together (Herrmann, 2024; Brachle & McElravy, 2023). They 

want to hear praise from their leader in front of others so they can feel important 

(Bertsch et al., 2022). This generation not only values receiving feedback but also receiv-

ing appreciation and recognition as individuals (Baker Rosa & Hastings, 2018). However, 

these younger workers may feel alienated from their teams if managers fail to maintain 

employee cohesion in a hybrid work environment where employees are both in the of-

fice and remote (Lepsinger & DeRosa, 2010). Many Millennials have entered jobs that 

already include virtual and remote work. It is unclear whether Millennials are effective 

in this space. (Myers & Sadaghiani, 2010). 

Several studies highlight the important role of understanding these preferences, which 

can help leaders tailor their leadership style to maximize employee satisfaction and en-

gagement in hybrid work (Gratton, 2021; EY, 2021). Effective hybrid leadership requires 

ensuring that feedback, communication styles, and workload organization are aligned 

with the values of different generations (Banhidi, 2024; Doherty, 2023). 

 

In addition to this information, there are considerable gaps in awareness. It is not fully 

understood how generational expectations differ from leadership in a hybrid work envi-

ronment. Insight into whether different generations experience virtual leadership in dif-

ferent ways and how they wish it to happen is missing. In addition to this, further clari-

fication is needed regarding which leadership styles improve the efficiency and commit-

ment of different generations in a hybrid work environment. A key area of research is 

understanding how organizations should change their management practices to meet 

the needs of different generations in a hybrid work environment. Getting answers to 



35 

these questions is crucial in order to be able to improve leadership practices, improve 

employee engagement and overall job satisfaction. 

 

Understanding the leadership expectations of different generations in a hybrid work en-

vironment is essential in order to optimize leadership practices and improve employee 

performance and job satisfaction. Uniform management is not necessarily the most ef-

fective management style in a hybrid work environment, where the preferences and ex-

pectations of many different generations intersect. Leaders who understand the differ-

ences between different generations and are able to adapt accordingly are better able 

to increase communication, trust and create a better work environment for a multi-gen-

erational work community.  

 

Due to the increasing prevalence of hybrid work, fixing these problems plays a major role 

in maintaining cooperation, productivity and innovation in the hybrid workplace. With 

hybrid work being the new norm, it is crucial that organizations know how to develop 

their own management strategies that correspond to the current multi-generational 

working community. When you understand how management can be modified to meet 

the expectations of different generations, it not only improves employee satisfaction, 

but also improves the organization's competitiveness in this digital world. 

 

 

2.5 The theoretical framework of the study 

This research aims to gain a deeper understanding of what expectations about leader-

ship different generations have in a hybrid work environment. The research focuses on 

examining key dimensions: Which leadership practices are considered important by dif-

ferent age groups in a hybrid work setting. The key challenges and opportunities hybrid 

work presents to leadership, as seen from the perspective of different generations. And 

lastly the expectations different generations have in leadership. 

 



36 

The figure below (Figure 2.) presents the theoretical framework of the work. It presents 

the main features of the work on the expectations of different age groups about leader-

ship in a hybrid work environment including the hypotheses. 

 

 

 

Figure 2. Theoretical framework. 

 

Based on the theoretical background and as illustrated in Figure 2, the following hypoth-

eses emerge: 

 

H1: Between generations there are differences in their preferences for communication 

in hybrid work environments. 

H1a: In hybrid work environments, older generations (Baby Boomers and Gen X) prefer 

more structured and formal leadership communication. 

H1b: In hybrid work environments, younger generations (Millennials and Gen Z) prefer 

more frequent, informal, and digital communication from leaders. 

 



37 

H2: Between generations there are differences in their preferences for flexibility and 

structure in the work environment. 

H2a: In hybrid work environments, older generations (Baby Boomers and Gen X) prefer 

clearer structure and boundaries. 

H2b: In hybrid work environments, younger generations (Millennials and Gen Z) prefer 

greater autonomy and flexibility. 

 

H3: Between generations there are differences in their preferred leadership styles in 

hybrid work environments. 

H3a: In hybrid work environments, older generations (Baby Boomers and Gen X) prefer 

more transactional leadership styles. 

H3b: In hybrid work environments, younger generations (Millennials and Gen Z) prefer 

more transformational and collaborative leadership styles. 

 

H4: Between generations there are differences in their preferences for feedback fre-

quency and formality in hybrid work environments. 

H4a: In hybrid work environments, older generations (Baby Boomers and Gen X) prefer 

less frequent and more formal feedback. 

H4b: In hybrid work environments, younger generations (Millennials and Gen Z) prefer 

more frequent, informal, and real-time feedback. 

 

H5: Between generations there are differences in their perceptions of leader-driven 

team cohesion in hybrid work environments. 

H5a: In hybrid work environments, older generations (Baby Boomers and Gen X) prefer 

more leader-driven, in-person cohesion activities more than virtual ones. 

H5b: In hybrid work environments, younger generations (Millennials and Gen Z) prefer 

more virtual cohesion strategies and value peer-based cohesion. 

 

In order to draw meaningful conclusions, the following variables according to the survey 

structure are examined: 



38 

Leadership communication: Clarity and effectiveness of communication between man-

agers and employees as measured in a hybrid work environment. 

Participative leadership: The extent to which leaders involve employees in decision-mak-

ing processes. 

Generational expectations: Different generations' preferences and expectations for lead-

ership in hybrid work. 

Feedback frequency: The type of feedback employees expects from their managers in a 

hybrid work environment, such as scheduled vs. continuous feedback. 

Team cohesion: The scope to which employees expect their leaders to promote a sense 

of community and team cohesion in hybrid work environments. 

 

The hypotheses are further tested in empirical study. 



39 

3 Methodology 

This chapter examines methodological issues related to this study. First, the approach 

and philosophy of this research will be examined, then the company involved in the re-

search will be discussed. Thirdly, the data collection and analysis of the study is examined, 

after which the quality of the data is assessed. 

 

 

3.1 Research approach 

The purpose of research is to try to find answers to problems that have not yet been 

solved using scientific methods, and to understand phenomena scientifically as well 

(Bairagi & Munot, 2019). Research has a certain characteristic; it uses different scientific 

methods to help produce results and evidence-based findings. (Byrne, 2017). A clear and 

comprehensive research question tells what is being researched in your work and what 

is the purpose of the research (Saunders, 2023). In order to expand the vision and 

knowledge a literature review was conducted to evaluate already existing knowledge 

and research without gaps. Understanding the previously studied context allows this 

work to enhance insights that build on previous work which is an important part. It is 

crucial to know the results and knowledge of other publishers in the chosen field (Bairagi 

& Munot, 2019). 

 

Research designs are usually called "qualitative", "quantitative" or "mixed" methods. 

These indicate whether the research data has been collected from numerical data, non-

numerical data (images, words, recordings) or a combination of these. In this study, the 

research design has been quantitative method, because this study aims to find similari-

ties and differences in the leadership expectations of different age groups in a hybrid 

work environment using a structured data collection method. (Saunders, 2023). 

Byrne (2017) discusses that one of the general characteristics of quantitative research is 

that data is collected in order to test different hypotheses. In this research, data is col-

lected in a structured way, and the answers are converted into numbers so that the data 



40 

can be analyzed statistically. The aim of this study is to identify patterns and trends that 

indicate generational differences and similarities in leadership expectations in hybrid 

workplaces. For example, younger generations may prefer more informal feedback and 

coaching leadership, while older generations may prefer a more structured and directive 

leadership style. Through this approach, the study aims to provide a comparative per-

spective of what different generations wish for without subjective interpretations. As 

hybrid work changes leadership and its dynamics, the attitudes of different generations 

towards leadership have remained unexplored in this context. Because of this, a quanti-

tative research method is suitable for identifying trends and patterns. 

 

 In this study, choosing a quantitative method is crucial, because it enables a systematic 

analysis of the differences and similarities between generations in terms of leadership 

expectations. When a larger sample is used in research data, it is possible to ensure 

wider generalizability than in qualitative methods, which focus more on deeper analysis.  

 

The research follows the "research onion" framework which consists of 6 series or ovals 

(see figure 3). Inside each oval is a topic or example illustrating the theory. This model 

ensures a systematic approach in research planning, which includes philosophical expec-

tations, research approach, different strategies, data collection techniques and time ho-

rizons. (Saunders, 2023). 

 

 



41 

 

Figure 3. Research onion (Saunders, 2023) and methodology choices made in this study. 

 

The first outer shell of research onion (see. Figure 3) is Philosophical Assumptions. Saun-

ders (2023) discuss that when a large number of people are asked the same questions in 

quantitative research, it is generally associated with positivism. In this study, positivism 

is the philosophical basis. Positivism is characterized by the notion that information is 

gathered from observable, empirical evidence and not from subjective interpretation. 

(Sachdeva, 2008). Since this study collects data with a large sample using a structured 

online survey, positivism is the right approach. Positivism makes it possible to generalize 

observations to a larger population, which is why it is a suitable philosophical position 

for answering this research question. However, there is not only this one specific best 

management philosophy. Each of these philosophies presents a valuable and unique op-

portunity for the organizational world and can provide different insights in different set-

tings. (Saunders, 2023). 

 



42 

The next shell is regarding different approaches to developing theories. According to 

Saunders (2023) when data is collected and analyzed to test theories in quantitative re-

search, it is generally associated with a deductive approach. Another option is an induc-

tive approach, which uses the results to develop different theories. In the study, for ex-

ample, quantitative results can be examined in order to create hypotheses to be tested 

through past studies. Since this research is based on already present theories related to 

leadership and the different expectations of generations, this study follows a deductive 

structure and examines the validity of the theories in a hybrid work environment. Saun-

ders et al., (2015) discuss that an important feature of Deduction is that the concepts 

are operationalized so that they can be measured quantitatively.  A deductive approach 

is most appropriate in this study because the aim of the study is not to build a new theory 

but to test the theoretical assumptions of previous studies. The deductive approach en-

ables empirical testing of hypotheses with quantitative research. This method allows us 

to determine whether theoretical relationships hold in a hybrid work environment and 

to draw reliable conclusions. 

 

Next is different methodological choices. Quantitative studies usually analyze the ratios 

of different variables collected as a standard. These variables are measured numerically 

and finally examined using various graphical techniques and statistics. Quantitative se-

lections usually use different probability sampling calculations in order to find different 

generalizations from the results and be sure of them. This study follows a mono-method 

quantitative strategy. With the help of quantitative research, data is collected with stand-

ardized measures that enable statistical comparison and the identification of trends. The 

purpose of this study is to analyze the expectations of different generations regarding 

leadership in a hybrid working life, so the survey is the primary data collection method, 

through which comparable and measurable results can be obtained. The online survey 

enables a versatile and wide sample, which improves the reliability of the results and 

conclusions. (Saunders, 2023). 

 



43 

The next section is the different research strategies related to the studies. Saunders 

(2023) states that quantitative research is usually conducted using experimental or sur-

vey-based research strategies. This study uses a survey strategy to help with the research 

objective of looking at the leadership expectations of different age groups in hybrid work. 

The survey enables the collection of standardized data from a larger sample, which can 

be used to analyze relationships and patterns between generations. The key advantage 

of using a research strategy is its ability to answer the "what" question, which is central 

to a descriptive research plan. This study aims to answer, "What are the leadership ex-

pectations of different age groups in a hybrid work environment?" This questioning ap-

proach is often combined with a deductive research method, where the aim is to test 

existing theories against empirically collected data. One of the most important measure-

ment areas of applied research is survey research. All measurement methods are in-

cluded in the broad area of survey research, and this includes getting answers from re-

spondents to questions. (Sachdeva, 2008).  

This study focuses on respondents self-administered online survey because it is efficient, 

scalable, and easy to use for employees working in a hybrid work environment. 

 

Next up is the time horizon. This section depends a lot on the research question as well 

as the time constraint in the research. Very often, for example, academic courses have 

time constraints, which is why big parts of research’s are cross-sectional. A cross-section 

examines a selected phenomenon over a certain period of time. In this way, for example, 

a survey strategy can be used, in which case the occurrence of the condition is described 

using quantitative design. (Saunders, 2023). 

This study uses a cross-sectional approach as it aims to obtain employees' current ex-

pectations of leadership in a hybrid work environment. A longitudinal study could also 

offer good insights into research in a constantly evolving hybrid work environment, but 

in this case, a cross-sectional study is the most practical option due to the schedule and 

scope but also because the changes over time are probably not that significant. The 

cross-section framework makes it possible to obtain a situational analysis of the current 

expectations of different generations in relation to leadership. 



44 

The last section is about research techniques and procedures. While this research relies 

on a survey strategy, the survey must be easy to read, attractive and easy to fill out. It 

must be made sure to ensure that the questionnaire is piloted before it is distributed, as 

this can be used to assess the functionality of the questionnaire as well as the reliability 

and validity of the questions. (Saunders, 2023). The survey is distributed on an online 

platform because it enables better reachability, accessibility for hybrid employees and 

cost efficiency. 

 

By ensuring accurate and structured data collection, this research aims to provide relia-

ble additional information on how different generations want to be managed in a hybrid 

work environment. The methodological choices explained above support the research 

and its goals of presenting more data for the field of hybrid management. 

 

 

3.2 Data collection 

In this study, data collection is carried out using an online survey. The survey is aimed at 

employees of the organization where there are a wide variety of different age groups. 

This data collection method was chosen because it helps to find a way to collect stand-

ardized data, which can be analyzed statistically and tested for hypotheses. (Saunders, 

2023). The online survey was designed after an extensive theoretical and empirical re-

view of leadership expectations in hybrid work environments. The survey was built 

around five key categories that feature prominently in the literature: leadership commu-

nication, inclusion and decision-making, trust and relationship building, opportunities 

and challenges of hybrid work, feedback, and leadership style. Most of the questions 

related to these were asked using a Likert scale. To enable the best possible analysis, a 

few multiple-choice questions have also been included in the survey. The planning of the 

survey and the carefully chosen questions ensure that the expectations, preferences and 

experiences of different age groups regarding leadership can be systematically captured. 

 



45 

The survey mostly consists of closed questions, using a Likert scale and multiple-choice 

questions. The Likert scale used in the survey uses five response options. These range 

from 1 (strongly disagree/not at all important) to 5 (strongly agree/very important). This 

response scale is used to achieve simplicity for respondents and sufficient variation for 

analysis. This five-point Likert scale is a well-known method in research, which can be 

used to reduce respondent confusion while still providing sufficient response differences 

between perceptions and values. (Joshi et al., 2015). 

This survey structure enables a quantitative comparison between different generations. 

It is important to select a structured survey that permits analysis and guarantees con-

sistent data collection from a large sample. (Williams et al., 2022). To improve the valid-

ity and reliability of the research data, the survey was tested before sending it to the 

employees. This test plays a significant role in ensuring that survey respondents under-

stand the questions in the same way, thereby minimizing misunderstandings. In addition 

to this, testing the survey ensures that the data is stored without problems and that it is 

built efficiently for data collection. (Saunders et al., 2007). 

The data was collected from employees of a real estate company operating in Finland. 

The organization employs approximately 250 professionals. The survey was carried out 

in Finnish as the company operates exclusively in Finland so that all respondents could 

answer the survey in their own nature language and thereby also reduce the amount of 

misinterpretation. 

 

This research seeks to understand how different generations experience leadership in a 

hybrid work environment within the context of this organization. More specifically, prac-

tices and characteristics of leadership: The study examines which different leadership 

qualities are valued by different generations in hybrid work. It examines how expecta-

tions related to leadership can vary according to generations and what is related to com-

munication, trust and decision-making.  

The research examines the most important opportunities and challenges that hybrid 

work poses to leaders from the perspective of different generations. This means 



46 

exploring how leaders can effectively manage hybrid employees of different ages to en-

sure productivity and engagement. 

The research also examines the leadership expectations of different generations and 

how these expectations affect employee motivation, commitment and efficiency in a hy-

brid work environment. 

 

 

3.3 Data analysis 

The data obtained from the study is analyzed using statistical methods, which enable the 

testing of different hypotheses and the identification of results that occur in different 

age groups. Descriptive statistics help to give a better overview of the preferences and 

expectations of different age groups in relation to leadership, while inferential statistics 

reveal significant differences between generations. Correlation and regression analyze 

are used to evaluate the relationships between leadership expectations between differ-

ent generations.  

 

Quantitative analysis enables identification of differences and trends in leadership ex-

pectations. This provides a variety of generalizable conclusions that greatly influence ex-

isting knowledge. The results of the study were analyzed using statistical methods, which 

allowed testing of different hypotheses, as well as identifying differences between dif-

ferent age groups. First, descriptive results are presented in the results, so that the 

reader can get an overview of the material and can illustrate the general trends of the 

results. The main analysis was performed by the tests themselves, and hypothesis test-

ing was performed using t-tests and ANOVA using the SPSS application. 

 

The independent samples t-test was used to compare means between two independent 

groups, which were younger (18-39 years old) and older (40-55+ years old) respondents. 

The t-test is based on the assumption that the dependent variable is continuous, the 

groups are independent, and the variances are approximately the same. The t-test is 

generally considered a robust analysis method when the sample size is large enough, in 



47 

this study N=100. The t-test is a commonly used method to determine whether the dif-

ferences between the means of different groups are statistically significant or whether 

they are due to random variation. (Tilastokeskus, 2025). 

 

Two-way ANOVA was used to determine whether there was a relationship between age 

group and the amount of hybrid work intensity in the differences in responses. The anal-

ysis was comparative, and the aim of the study was to identify statistically significant age 

group differences. In SPSS, the analysis was carried out using the type 3 sum of squares 

method, which allowed the main effect to be determined. (Laerd Statistics, 2025). Due 

to the sample size (N=100) and design of the study, t-test and ANOVA were considered 

appropriate analysis methods for testing hypotheses. The assumption of normality was 

not tested separately, as both analysis methods are known to be tolerant of small devi-

ations. (Heikkilä, 2014.) 

The use of t-test and ANOVA is supported by the fact that the sample size in this case is 

large enough and the distribution is approximately normal. Norman (2010) also states 

that parametric methods (t-test and ANOVA) are good for violations of the normal dis-

tribution and can be used for Likert scale data without introducing significant bias in the 

analysis of the results. Therefore, t-tests and ANOVA were considered good analysis 

methods in this study for exploratory and comparative analyses. 

However, before ANOVA analyses were performed, the main assumptions of the tests 

were examined. The independence of the results was ensured by confirming that all re-

spondents were only allowed to answer once. The assumptions of homogeneity were 

interpreted using Levene's test, which showed that the variances were sufficiently equal 

in the different groups (p > 0.05 for most variables, see Appendix 2). 

 

The data were collected through an online survey, which was from 13 to 26 May 2025. 

The survey was distributed via employees’ emails and shown on the intranet page. The 

survey was distributed to a total of 257 employees, of which 100 responded, giving a 

response rate of approximately 39%. The survey included closed-ended questions, 

mostly using Likert-type scales. This survey was designed to answer questions related to 



48 

perceptions and preferences regarding leadership style, communication, flexibility, feed-

back, and belonging in a hybrid work environment. 

 

 

3.4 The assessment of the quality of the data 

The reliability and validity of the research result depend on the objective method and 

design in order to have a repeatable and reliable research. 

A clear line was followed in the construction of the questionnaire to measure the theory. 

Communication preference was distinguished between face-to-face communication and 

informal digital communication, which are based on previous definitions of leadership 

theories. Similarly, flexibility preference was distinguished between autonomous and 

structural importance, which is related to previous observations of generational differ-

ences. By linking each item on the questionnaire directly to a theoretical definition, 

measurement errors were minimized, meaning that something other than what was in-

tended would be measured. This strengthens content validity, which means that all areas 

are examined, and construct validity, which ensures that the desired concept is meas-

ured. In addition, the operationalization of the variables was carefully checked. This en-

sured that all results obtained from the study were accurately related to supervisor ex-

pectations and generational preferences in terms of sustainable measurement methods 

in a hybrid work environment. (Taherdoost, 2016). 

An important part is a proper analysis method and data collection method and through 

this a consistent interpretation of the results. If the research method is incorrect, the 

results of the research may be misleading, and the production of the research may thus 

be impossible. Understanding the principles of research methods is therefore essential. 

(Garg, 2016). 

 

The validity and reliability of the research are key issues that ensure the applicability and 

correctness of the research. Reliability refers to the consistency of the results, which 

means that similar studies using the same measuring instruments produce similar results 

under similar conditions (Carmines & Zeller, 2011). Validity refers to how well the 



49 

research measures the intended measurement of the research (Kirk & Miller, 2011). Both 

factors are essential in guaranteeing the quality of research. 

 

To guarantee the reliability of the research, the research used a standardized and con-

sistent questionnaire structure, which can be used to reduce the possibility of interpre-

tation errors by the respondents. Questions utilizing the Likert scale were used to meas-

ure the country's expectations and attitudes systematically, which enables quantitative 

analysis and ensures the consistency of the results. Williams et al. (2021) emphasize that 

a carefully prepared questionnaire minimizes random errors and thus increases the reli-

ability of the study.  

Before the actual distribution of the questionnaire, the questionnaire was piloted with 

the help of a small group of respondents, with the help of which possible ambiguities 

were found out and the understanding of the questions was improved. This helped to 

ensure that the survey is uniformly comprehensible and that it measures precisely the 

desired things, which also improves validity and reliability. (Saunders et al., 2007). 

 

To minimize measurement errors in the survey, the survey was implemented using a dig-

ital platform, which made it possible to make sure that the questions were presented 

uniformly to all respondents. In addition to this, all respondents remained anonymous 

in the survey, which reduces the possibility of socially desirable answers and thus im-

proves the honesty of the answers. The research method has been carefully designed to 

ensure the reliability, accuracy and validity of the material. The structured survey, the 

theoretical basis and the piloting of the survey help to collect high-quality research re-

sults, in which case it offers valid and reliable findings of the leadership expectations of 

different generations in a hybrid work environment. 

 



50 

4 Findings 

This chapter reviews the results of the study. First, the characteristics of the respondents 

and the data collection for the analysis are reviewed. Next, the reliability of the measures 

is assessed using Cronbach's alpha. Finally, the results of statistical analyses, such as in-

dependent samples t-tests comparing cohorts of younger and older generations, are re-

ported. These results are interpreted in relation to the hypotheses. 

All questions were coded using the same method on a Likert scale of 1-5 (1= strongly 

disagree, 5= strongly agree). Missing values in the survey were insignificant in all ques-

tions, as they were less than 1% in each case, and therefore could be ignored in the 

analysis. 

Based on the index analyses, only some of the entities were sufficiently reliable. Only 

team cohesion index (α=.73) and feedback index (α=.61) exceeded the acceptable limit. 

On the other hand, communication, flexibility and leadership style did not achieve suffi-

cient reliability (α < .40), so the survey results are reported in the confirming or rejecting 

hypotheses section at the statement level, which increases the transparency of the anal-

ysis. Individual questions have been analyzed under the correct hypothesis, but no in-

dexes have been formed from these. 

 

 

4.1 Descriptive statistics 

Table 2 shows that the largest age group was Gen X millennials (36%), followed by mil-

lennials X (32%), followed by Baby Boomers (29%) and Gen Z (3%). For the purposes of 

the analyses, the younger generation was classified as Gen Z and millennials (n = 35), 

while the older generation was classified as Gen X and Baby Boomers (n = 65). This dis-

tribution provides enough for both younger and older generations. 

 



51 

Table 2. Age of the respondents 

 

 

 

 

 

 

 

 

 

Table 3 shows the number of days in the office for respondents by younger and older 

generations. The results show that the most common number of days in the office were 

two days a week. 37% of younger respondents reported working two days in the office, 

while almost half of older respondents (49%) reported working two days in the office. 

The results also show that the younger generation is more focused on being in the office 

(4 days or more ~31%), while the older gene