Transformational leaders, for instance, may find it difficult to engage Millennials’ by appealing to a sense of community to achieve common goals), goal setting, however, may still be effective. Younger generation tend to be motivated by meaningful, challenging work and the potential for individual achievement. Hence, revisiting the dimensions of transformational leadership, especially intellectual stimulation and individualized consideration can possibly offer some insight into how to motivate and manage generations entering the work setting. Some of the ways this could be achieved could be reframing of goals in a way that individual goals align with organizational objectives. Further, linking long term extrinsic rewards to the established goals when possible may also activate Millennials drive to succeed. Talking about Leader Member Exchange Theory (LMX), the nature of social exchange has transformed dramatically since the advent of LMX. Specifically, Millennials prefer to use computer-mediated or text-based communication. This new way of communicating aligns with the trends of globalization in business, but also complicates the process of building relationships. It is unlikely that this trend will reverse, but leaders can use the new, text-based communication skills of Millennials to their advantage.  For instance, while Millennials may not develop deep rooted relationships with others using new media, but they can possibly develop an expansive network of shallow connections, which could be leveraged for various positive organizational outcomes, including organization-to-organization partnerships, resource acquisition, or marketing initiatives. As far as ethical leadership is concerned, younger generations are more inclined towards gaining extrinsic rewards which may be the major driving force in creating a desire to achieve goals in an unethical manner. A potential solution to this is to incorporate metrics for ethical behavior into formal performance management systems. General perception that ethics is not rewarded but expected is changing and hence maybe it is time now for leaders to create their own informal reward for ethical behavior.  To conclude, the applied work setting environment is changing in recent times and hence leadership theories must also change to a certain extent if not entirely. Generational gaps should not be viewed as threats to science of leadership, but as an opportunity to develop new strategies for leading individuals in an organizational setup.
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Anthropogenic and Environmentalism For many studies, the most recent finding that climate change has a negative effect on American leadership was that women have had higher participation in the workforce. If the problem is not related to human contributions to their workplace, then environmentalism also appears to be a serious matter of concern. However, there is no conclusive evidence that climate mitigation does lead to a decrease in occupational environmentalism relative to nonstructural. The role the individual’s own personal experience (particularly personal experiences in personal relations) played in their participation in workplace activities was also highlighted as being the determining factor in reducing occupational environmentalism. The finding that women work in more socially diverse workplaces does not necessarily imply that climate is one of their main contributing factors to their job performance, but that such findings is less well supported by other studies. Therefore, the primary focus of this paper was to examine whether climate change has a negative effect on the relationship between men and women on work performance. The study’s main limitation is its attempt to estimate individual contributions to workplace activities, which is difficult to measure accurately. However, it does demonstrate that although women in the workforce tend to exhibit a greater degree of environmental sensitivity compared to men, they have not been shown to have reduced the overall occupational environmentalism associated with their work. Additionally, this study also does indicate that women may be more capable in their own work environments even if they are not actively participating in individual group activities. Such a conclusion is also supported when considering the potential role that the workplace may have to play in women’s behavior. In the next article, we will examine some of the potential effects of climate change on the gender-specific behavior of women. While it is now well established that women do not have more environmental sensitivity to environmental threats in their workplace than men, it is still unclear how strong an influence climate change may have on their workplace behavior overall. Previous studies have found that climate change affects workplace activities as a function of time and place, not gender. If these studies do not confirm the role of climate change in women’s workplace behavior, than it is only too likely that we will not see further results. In the near future, a number of studies are required to establish whether climate change is an influence on the workplace behavior of women. To date, none of the studies is able to provide any direct evidence for a bias toward the use of gender-based occupational attributes to predict and account for workplace behavior. However, these studies also suggest that individuals with higher average gender-neutral working experiences (e.g., those who work in a more women-friendly environment or those with relatively less gender-neutral work environments) may exert more environmentally salient personal and organizational cues on the workplace compared to their assigned male counterparts. Thus, the evidence that gender.