Document Type : Original Article
Author
University of Tehran, Faculty of Governance
Abstract
Recent social and technical advancements have introduced Generation Z (born between 1997 and 2012) into the workforce, posing challenges for enterprises. This generation, referred to as digital natives, is defined by principles including transparency, social justice, autonomy, and continuous education. Although the private sector has somewhat adapted to these features, Iranian government entities continue to operate within bureaucratic and hierarchical structures. This mismatch has posed significant issues in attracting, keeping, and inspiring Generation Z personnel. The current research gap reveals that, despite rising attention to Generation Z's educational and learning characteristics, few studies in Iran have explored leadership styles appropriate for this generation in the public sector. The goal of this study is to identify leadership styles that correlate to Generation Z characteristics in governmental organizations and to create a contextually relevant conceptual model. The present study employed a qualitative method and thematic analysis. Semi-structured interviews with Generation Z managers and staff from the Ministry of Sports and Youth were used to gather data, and MAXQDA software was used for open, axial, and selective coding analysis. The research revealed that coaching, democratic, servant, and transformational leadership styles are most suited to Generation Z's demands and ideals, but conventional and authoritarian methods result in employee unhappiness and low motivation. The study's findings underline that leadership transition in Iranian government institutions is unavoidable and necessitates an indigenous model that, while relying on global theories, is also consistent with Iranian cultural values and bureaucratic structure. Such a model can give real assistance for government managers in addressing Generation Z's aspirations while also boosting government organization efficiency.