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Introduction: Today's labor market is comprised of different generations and in the near future, the majority of it will consist of Generation Z. In this respect, it is of great importance to know the perspective of Generation Z, which will take its place in leadership positions in organizations, on leadership and what kind of leader they will be. The present study probes to investigate how Generation Z will become a leader and their perspective on leadership. In this regard, the study aims to offer suggestions and guidance to the literature and organizations by providing information on what kind of leaders they will be as well as knowing the characteristics of Generation Z leaders. Methods: In the study conducted Generation Z, employed in the IT sector, semi-structured interviews were held with 13 participants. While analyzing the data obtained from the interviews, the MAXQDA 2020 program was utilized and the thematic analysis method was applied. Results: In our findings about how Generation Z will be leaders in the future, two themes were identified, which include intra-organizational communication and working conditions. In the light of findings on the leadership of Generation Z, the sub-themes of being supportive, empathetic, egoless, managing people well and managing with love and respect were reached on the theme of intraorganizational communication. On the other hand, on the theme of working conditions, sub-themes such as providing training, offering payment according to output, preferring flexible working hours, being friendly, assigning appropriate work to the employee, being fun and not giving importance to gender were identified. Discussion: The results revealed that Generation Z prefers managing their team with a people-oriented approach when they take leadership positions. From their perspective, the leader should understand and value his employees. Leaders who know the expectations of Generation Z will contribute to their organizations. In addition, organizations should improve their leadership skills by providing leadership training for Generation Z, who will be leaders in the future. In this way, they will make investment both in their leaders and their organizations. [ABSTRACT FROM AUTHOR]

IntroductionToday’s labor market is comprised of different generations and in the near future, the majority of it will consist of Generation Z. In this respect, it is of great importance to know the perspective of Generation Z, which will take its place in leadership positions in organizations, on leadership and what kind of leader they will be. The present study probes to investigate how Generation Z will become a leader and their perspective on leadership. In this regard, the study aims to offer suggestions and guidance to the literature and organizations by providing information on what kind of leaders they will be as well as knowing the characteristics of Generation Z leaders.MethodsIn the study conducted Generation Z, employed in the IT sector, semi-structured interviews were held with 13 participants. While analyzing the data obtained from the interviews, the MAXQDA 2020 program was utilized and the thematic analysis method was applied.ResultsIn our findings about how Generation Z will be leaders in the future, two themes were identified, which include intra-organizational communication and working conditions. In the light of findings on the leadership of Generation Z, the sub-themes of being supportive, empathetic, egoless, managing people well and managing with love and respect were reached on the theme of intra-organizational communication. On the other hand, on the theme of working conditions, sub-themes such as providing training, offering payment according to output, preferring flexible working hours, being friendly, assigning appropriate work to the employee, being fun and not giving importance to gender were identified.DiscussionThe results revealed that Generation Z prefers managing their team with a people-oriented approach when they take leadership positions. From their perspective, the leader should understand and value his employees. Leaders who know the expectations of Generation Z will contribute to their organizations. In addition, organizations should improve their leadership skills by providing leadership training for Generation Z, who will be leaders in the future. In this way, they will make investment both in their leaders and their organizations.

Privacy literacy is recognized as a crucial skill for safeguarding personal privacy online. However, self-assessed privacy literacy often diverges from actual literacy, revealing the presence of cognitive biases. The protection motivation theory (PMT) is widely used to explain privacy protection behavior, positing that whether individuals take defensive measures depends on their cognitive evaluation of threats and coping capabilities. However, the role of cognitive biases in this process has been understudied in previous research. This study focuses on Chinese digital natives and examines the differential impacts of subjective and objective privacy literacy on privacy protection behavior, as well as the role of cognitive biases in privacy decision-making. The results show that there is no significant correlation between subjective and objective privacy literacy, and a bias exists. When privacy concern is used as a mediating variable, there are significant differences in the paths through which subjective and objective privacy literacy influence privacy protection behavior. Furthermore, privacy literacy overconfidence moderates the relationship between privacy concern and privacy protection behavior. The findings confirm the influence of cognitive biases in privacy behavior decision-making and extend the PMT. This study also calls for the government to enhance privacy literacy training for digital natives to improve their privacy protection capabilities. [ABSTRACT FROM AUTHOR]

In today’s competitive environment, higher education needs to find an effective way to convey its brand to prospective students. Given that the “digital native” (Gen Z) is becoming college aged, social media marketing has become an essential approach to engage with them. However, blasting out recruiting content on its social feeds just isn’t working. By developing the higher education adjusted SMMA, structural equation modeling was adopted to figure out its effects on higher education brand equity and prospective student behavioral engagement, quantitatively. 356 3rd grade high school students in Indonesia were employed to assess the structural model. According to the findings of this study, SMMA has a considerable influence on brand equity and behavioral engagement, and brand equity has a noteworthy effect on behavioral engagement. Moreover, brand equity was found as a statistically meaningful mediator in the relationship between SMMA and behavioral engagement. The outcome advised the higher education need to organize its social in fun and interactive ways by leveraging higher education’s SMMA as a pillar or benchmark on arranging social media posts and content. Yet, the content and posts should still need prioritize institution awareness and the good image of a higher education. The theoretical and managerial implication were discussed further.

Organizations continue to create digital interfaces and infrastructure that are designed to heighten consumers' online visibility and encourage them to part with their data. The way these digital systems operate and the rules they are governed by are often opaque, leaving consumers to deploy their own strategies for managing their online information sharing with organizations. In this study, we draw upon Erving Goffman's metaphor of expression games and three forms of concealment or cover moves to explore how consumers, who have been well socialized as digital natives, engage in dynamic and game-like interactions with organizations in an attempt to manage their level of online visibility and information sharing in relation, inter alia , to the 'convenience' and 'benefits' that are afforded to them. Our research is based on in-depth interviews in combination with photo-elicitation with 20 participants. Based on the insight generated, we offer a new framework, 'Propensity to Game' (P2G), which present the processual dynamics that characterize these consumers' evolving and game-like engagements with organizations. These are Game Awareness , Rule Familiarization , Player Commitment and Game Play. Our work contributes with new insight into how these consumers actively engage in the orchestration of their online visibility by surfacing the nuanced and multifaceted decision-making and thought processes that they engage in when they, situation-by-situation, decide on the tactics and methods to use in their efforts to manage the data and information they share with organizations. [ABSTRACT FROM AUTHOR]