The Connected Authentic Leadership Model: A Gen Z–Responsive Framework for Leading the Future Workforce

Double-Blind Peer Reviewed Research

Suggested Citation: Mitchell, D. (2025). The Connected Authentic Leadership Model: A Gen Z–Responsive Framework for Leading the Future Workforce. Human Capital Leadership Review, 21(4). doi.org/10.70175/hclreview.2020.21.4.5

Denny Mitchell, Pepperdine University Graduate School of Education and Psychology

Abstract: Generation Z is rapidly reshaping the global workforce, bringing with them new expectations for leadership grounded in authenticity, purpose, flexibility, technological fluency, and cultural intelligence. However, many traditional leadership models—such as transactional, servant, and even transformational leadership—only partially align with Generation Z’s needs. This study conducted a thematic analysis of 45 scholarly articles published between 2018 and 2024, identifying six leadership dimensions most valued by Generation Z: authentic transparency, servant-transformational focus, adaptive flexibility and inclusion, digital fluency, purpose-driven vision, and cultural intelligence. Based on these findings, the Connected Authentic Leadership Model (CALM) was developed to provide a holistic leadership framework suited to engaging and retaining Generation Z employees. CALM integrates these six dimensions, extending existing leadership theories by embedding digital competence, cross-cultural sensitivity, and social purpose as core leadership functions rather than peripheral concerns. Practical implications include the need for leadership development programs to prioritize authenticity, technological leadership skills, personalized motivation strategies, and mission-driven work cultures. Future research should empirically test the CALM model’s effectiveness across industries and global contexts. As organizations compete to attract the next generation of talent, leaders who embody the CALM principles will be best positioned to foster loyalty, innovation, and organizational success.

Generation Z (Gen Z), born between 1997 and 2012, is quickly becoming a major percentage of organizations’ workforce (LeBlanc, 2024; Yilmaz et al., 2024). The World Economic Forum (2023) predicted that by 2030, Gen Z will make up over 30% of the global labor force. Research has shown that Gen Z differs significantly from previous generations in a variety of ways (Gandasari et al., 2023; Monahan, 2017; Sigaeva et al., 2022; Smith, 2023). Gen Z are digital natives (Monahan, 2017). They focus on diversity, inclusion, and mental health (Sigaeva et al., 2022). They seek authenticity, flexibility, and purpose at work (Gandasari et al., 2023; Smith, 2023). Gen Z has exceptionally high standards. Verma et al. (2019) highlighted that Gen Z has high expectations for themselves and others and is often more pragmatic than other generations.

Problem Statement: Leadership Models Are Outdate

Harnessing the potential of this generation requires some new thinking and leadership efforts. Traditional leadership approaches often fail to resonate with Gen Z (LeBlanc, 2024; Ogunsola et al., 2024). Seemingly, transformational leadership (Burns, 1978), servant leadership (Greenleaf, 1977), and authentic leadership (George, 2003) all have components that align with the research-based leadership preferences of Gen Z. However, they do not fit completely and do not fully include other important Gen Z preferences such as technological fluency and global cultural awareness (Johnson & Ade, 2024; Sujanto et al., 2024). Leaders and organizations that lack the ability to lead Gen Z effectively will struggle in the coming decades. They will risk losing Gen Z talent and face higher turnover and low engagement (Gandasari & Dwidienawati, 2023; Kwartawaty et al., 2024).

Purpose of the Study

The primary purpose of this study was to review and synthesize existing research on Gen Z leadership preferences and to present a new leadership model, the connected authentic leadership model (CALM). The research objective was to find and organize leadership expectations of Gen Z from 45 scholarly sources and develop a thematic analysis. From the research, a conceptual model, CALM, was developed to assist leaders in engaging, retaining, and inspiring Gen Z.

This study sought to fill a gap in the existing literature by creating a Gen Z-specific leadership model rooted in the six identified themes: (a) authenticity, (b) service and empowerment, (c) flexibility and inclusion, (d) digital leadership competence, (e) purpose-driven vision, and (f) cultural intelligence (CQ). CALM provides a roadmap for HR practitioners, executive coaches, and organizational leaders to adapt their leadership to better suit the upcoming generation. CALM provides a conceptual roadmap to build on, merge in some ways, and extend authentic, servant, and transformational leadership theories into a leadership framework to apply to the next generation.

Literature Review

Leadership Style Preferences of Generation Z

Gen Z consistently prefers authentic, servant, and transformational leadership styles (George, 2003; Greenleaf, 1977; Burns, 1978). Authentic leadership stands out by promoting trust, transparency, and psychological safety—qualities Gen Z values highly (Sujanto et al., 2024; Smith, 2023; Regent University, 2024; Kwartawaty et al., 2024). Empathy, support, and inclusion are seen as non-negotiables in effective leadership (Blumenfeld, 2019).

Servant leadership also aligns well with Gen Z’s desire for mentorship, humility, and community (Dwidienawati & Syahchari, 2023; Aksakal & Ulucan, 2024; Grace & Seemiller, 2017). These leaders are preferred because they listen, care, and empower (Gandasari et al., 2023; Dunaetz et al., 2022).

Transformational leadership is favored for its focus on inspiration, personal growth, and individualized attention—traits that foster Gen Z engagement and innovation (McGaha, 2018; Yılmaz et al., 2024; Dabke, 2018). This style aligns with Gen Z’s search for meaningful, purpose-driven work (Ogunsola et al., 2024).

In contrast, transactional and autocratic approaches—rooted in compliance and authority—are poorly received (Khan, 2024; LeBlanc, 2024). These models reduce trust and disengage Gen Z workers (Ogunsola et al., 2024).

Workplace Expectations of Gen Z

Flexibility is foundational. Gen Z expects remote options, flexible schedules, and work-life balance (Aguas, 2019; Hatoum & Nassereddine, 2025; Ogunsola et al., 2024). A lack of flexibility is a leading driver of turnover.

This generation values personalized leadership. One-size-fits-all management approaches are ineffective; Gen Z responds best to individualized feedback, motivation, and communication (Johnson & Ade, 2024; Regent University, 2024). Psychological safety and support are also critical (Cullimore, 2020; Köse & Yildiz, 2024).

While willing to collaborate, Gen Z is conflict-averse and may disengage when tension arises (Gabrielova & Buchko, 2021). They value clarity, stability, and high personal expectations (Verma et al., 2019). Inclusion must be genuine—token gestures fall flat (Sigaeva et al., 2022; Yilmaz et al., 2024).

Technological Expectations

Gen Z’s digital fluency is unmatched. They expect technology to be embedded in their workflows and judge leadership competence partly by digital literacy (Pichler et al., 2021; Monahan, 2018; Kwartawaty et al., 2024).

They prefer concise, immediate, and personalized digital communication via platforms like Slack and Teams (Priporas et al., 2017; Johnson & Ade, 2024). Despite constant connectivity, they struggle with face-to-face communication (Gould et al., 2019), so leaders must balance tech engagement with soft skill development.

Purpose and Mission Alignment

Gen Z wants their work to matter. Purpose, learning, feedback, and contribution to a greater cause are key motivators (Sakdiyakorn et al., 2021; Kimonyo, 2025; Naim, 2021). Leaders must link everyday tasks to broader missions or risk disengagement (Smith, 2023; Gandasari et al., 2022).

Socially conscious leadership is expected. Gen Z favors leaders who champion sustainability, ethics, and equity (Yilmaz et al., 2024; Johnson & Ade, 2024).

Cultural Intelligence and Global Thinking

Gen Z is the most diverse and globally connected generation yet. They expect leaders to embrace cross-cultural awareness and global mindsets (Zehetner et al., 2022; Sigaeva et al., 2022). Nationalistic or ethnocentric leadership models are often seen as out of touch (Monohan, 2017; Cullimore, 2020). Gen Z trusts leaders who demonstrate cultural intelligence, inclusivity, and global competence.

Methodology

Research Design

This study employed a qualitative synthesis approach to uncover themes in the existing research. Using qualitative thematic analysis (Braun & Clarke, 2006), this project identified recurring patterns across 45 recent scholarly articles on Gen Z leadership and workplace preferences and characteristics. A thematic analysis was appropriate in this case because the purpose was not to test a hypothesis, but to identify patterns and develop a new conceptual leadership model (Braun & Clarke, 2006; Nowell et al., 2017).

This study used primarily peer-reviewed articles, dissertations, and journal studies to capture the most recent and relevant findings. Research focused on leadership preferences, leadership effectiveness, workplace expectations, and management styles, according to Gen Z respondents, was selected for this study.

Data Sources and Inclusion Criteria

Forty-five scholarly sources were systematically gathered using academic databases such as EBSCOhost, Academic Search Complete, Google Scholar, ResearchGate, ERIC, and ProQuest. Search terms included Gen Z leadership preferences, Gen Z workplace expectations, Gen Z leadership styles, and leading Gen Z. Other search terms were topics related to Gen Z and their characteristics.

Inclusion criteria for studies included the following:

• published in peer-reviewed journals or accredited universities

• focused explicitly on Gen Z (born approximately 1997–2012)

• focused on leadership, workplace culture, organizational behavior, or management practices

• Recent English language Studies (2018-2025)

Exclusion criteria for studies included the following:

• press articles, blogs, or opinion pieces

• studies focused primarily on Millennials, Generation X, or Baby Boomers without substantial Gen Z analysis

Data Analysis Procedure

Step one of the data analysis was familiarization with the sources. Each of the 45 sources was read in depth to gain a complete understanding of key findings related to Gen Z leadership expectations (Braun & Clarke, 2006). Initial coding was the second step. Open coding was conducted to identify keywords, repeated concepts, and leadership traits preferred by Gen Z. Examples of keywords included transparency, flexibility, and tech fluency. Step three consisted of theme development. Coded themes were collected into broader themes based on similarity and frequency across studies. Step four was thematic refinement. Through iterative comparison, themes were refined, ensuring mutual exclusivity and internal consistency, and multiple studies supported them. Finally, step five was synthesizing themes into a model (Charmaz, 2014). The final six themes were synthesized into a proposed leadership model that aligns each theme to Gen Z leadership expectations supported by evidence from the literature.

Thematic saturation was reached when no new codes or concepts emerged across the final ten articles reviewed. At that point, the six primary themes appeared consistently across multiple independent sources, and further data analysis yielded redundancy rather than new insights. Inter-coder reliability was addressed through peer debriefing and code review with academic colleagues. Sample coding was shared with peers to check for consistency, overlap, and clarity of interpretation. See the coding progression table in Appendix A.

Trustworthiness and Rigor

Multiple independent, scholarly sources were used to triangulate key themes to strengthen the credibility of the findings. Braun and Clarke’s (2006) six-step method was applied across all sources as a consistent analytic process. To establish confirmability, themes were grounded directly in study findings, not pre-existing leadership theories, to minimize researcher bias. The findings of this study are transferable and can be applied across sectors and global regions where Gen Z is becoming a considerable part of the workforce.

Thematic Analysis Findings

Six groups of themes were identified during the thematic analysis. These groups individually have been shown to be effective in leading and engaging Gen Z. Taken together, they represent a powerful methodology to apply in leading Gen Z. This section briefly discusses each of the six including (a) authentic leadership, (b) servant/transformational leadership, (c) flexibility and inclusion, (d) digital fluency, (e) purpose-driven leadership, and (f) cross-cultural sensitivity.

Theme 1: Authentic Leadership

Consistent among the research sources studied is that Gen Z prioritizes authenticity in leaders. They look for honesty, vulnerability, and a sense of being “real” (Smith, 2023; Sujanto et al., 2024). A leading expectation among Gen Z is psychological safety, which authentic leadership builds (Kwartawaty et al., 2024; Regent University, 2024). Openness in communication and decision making is expected, especially around company goals and challenges (Johnson & Ade, 2024; LeBlanc, 2024). Genuine care, empathy, and emotional transparency, traits linked to emotional intelligence, are essential for Gen Z (Dunaetz et al., 2022; Gandasari & Dwidienawati, 2023).

Theme 2: Servant and Transformational Leadership

Gen Z needs support and mentorship. Servant leadership fills that need as leaders act as coaches and guides rather than traditional bosses (Gandasari et al., 2022; Grace & Seemiller, 2017). Transformational leadership also appeared as a common theme that drove Gen Z engagement. Inspiring vision and empowering followers are preferred over traditional command structures (McGaha, 2018; Yılmaz et al., 2024). Gen Z desires meaning, connection, and growth. Servant and transformational leadership meet that need, enabling personal development and growth (Aksakal & Ulucan, 2024; Sigaeva et al., 2022).

Theme 3: Flexibility and Inclusion

Flexible leadership is almost mandatory for Gen Z. This cohort expects remote work options, flexible schedules, and leaders who understand and prioritize individual needs (Khan, 2024; LeBlanc, 2024). They also respond best to personalized leadership approaches, in which recognition, motivation, and development are tailored to the individual, not reflective of a one-size-fits-all approach (Johnson & Ade, 2024; Sujanto et al., 2024). Beyond flexibility and personalization, today’s leaders must commit to inclusion (Sigaeva et al., 2022; Zehetner et al., 2022). When leaders lead inclusively, they build a strong sense of belonging, directly impacting Gen Z retention and reducing turnover (Aguas, 2019; Yilmaz et al., 2024).

Theme 4: Digital Fluency and Credibility

Today’s leaders must be proficient with the tools Gen Z uses daily. Seamless leadership across platforms such as Slack, Zoom, Teams, and whatever new tech comes next is expected (Monahan, 2017; Yilmaz et al., 2024). If a leader cannot keep up with the digital flow, it quickly damages their credibility. They will be seen as out-of-touch or ineffective (Johnson & Ade, 2024; Kwartawaty et al., 2024). However, it is not just about knowing how to click the right buttons. Leaders must use these tools genuinely, ensuring their communication stays personal and authentic even when it is happening through technology (Gandasari & Dwidienawati, 2023; LeBlanc, 2024).

Theme 5: Purpose-Driven Leadership

Gen Z prefers that work aligns with higher social or ethical purposes (Grace & Seemiller, 2017; Smith, 2023). Leaders should walk the talk and connect company missions to purposes other than simply making a profit. The more socially responsible a company or leader is, the more loyalty they garner from Gen Z (Gandasari et al., 2022; Sujanto et al., 2024). When a company or leader ties daily work to meaningful causes or purposes, Gen Z commitment increases compared to companies and leaders who do not (Khan, 2024; Yilmaz et al., 2024).

Theme 6: Cross-Cultural Sensitivity

A multicultural mindset is essential for a leader to engage Gen Z (Sigaeva et al., 2022; Zehetner et al., 2022). Gen Z expects its leaders to be culturally intelligent and aware. Being culturally insensitive is a great way to alienate Gen Z employees, as it is seen as harmful and exclusionary (Monahan, 2017; Ogunsola et al., 2024). Leaders who learn about, respect, and adapt to multicultural viewpoints are better equipped to lead Gen Z (LeBlanc, 2024; Yilmaz et al., 2024).

Model Development

Rationale for New Model Development

As shown by the span of the six groups of themes from the thematic analysis, existing leadership models (e.g., servant, transformational, authentic leadership) individually address parts of Gen Z’s leadership needs. However, no single model fully integrates all Gen Z’s leadership needs (Gandasari et al., 2023; Smith, 2023). A comprehensive model could be profitably applied to leaders who strive to engage this generation.

While authentic leadership (George, 2003; Walumbwa et al., 2008), servant leadership (Greenleaf, 1977), and transformational leadership (Bass & Riggio, 2006; Burns, 1978) are well established and have all shown effectiveness with Gen Z (Pichler et al., 2021; Sigaeva et al., 2022; Zehetner-Hirtenlehner, 2023), they were all developed before the emergence of Gen Z in organizations. Currently, there is no widely accepted, comprehensive framework to address Gen Z’s unique needs of authenticity demands, flexibility expectations, tech fluency needs, purpose alignment, and multicultural thinking.

The purpose of CALM is to synthesize findings from recent empirical research on Gen Z leadership preferences (LeBlanc, 2024; Sujanto et al., 2024; Yilmaz et al., 2024). This model provides an all-inclusive and modern-day leadership framework targeted specifically to increase trust, loyalty, and engagement among Gen Z individuals in a wide range of organizations.

Model Overview

Designated CALM, this model provides a comprehensive framework to meet the leadership needs of Gen Z. Effective leadership for Gen Z requires the incorporation of six interrelated leadership dimensions or pillars: authenticity, servant-transformational focus, flexibility and inclusion, digital fluency, purpose-driven vision, and CQ. As shown in Figure 1, these dimensions consist of three leadership spheres: the self, the team, and the world. The self sphere relates to a leader’s authentic identity and purpose. The team sphere includes relational service, flexibility, and inclusion. The broader world sphere includes digital competency and connectedness, and cultural and global inclusion.

Figure 1: CALM Spheres

The Six Pillars of the Connected Authentic Leadership Model

Table 1 shows the six pillars of CALM: authentic transparency, servant-transformational focus, flexibility and inclusion, digital fluency, purpose-driven vision, and CQ. Definitions and key practices of each pillar are outlined.

Table 1: The Six Pillars of the Connected Authentic Leadership Model

Pillar	Definition	Key Practices
Authentic Transparency	Leading with emotional honesty, vulnerability, and consistent actions aligning with values.	Regular self-disclosure, feedback loops, ethical consistency (Smith, 2023; Regent University, 2024)
Servant-Transformational Focus	Prioritizing individual and team growth while inspiring collective vision and empowerment.	Mentorship, empowerment, vision-casting (Gandasari & Dwidienawati, 2023; McGaha, 2018)
Flexibility and Inclusion	Providing personalized leadership that embraces diverse needs and fosters belonging.	Flexible schedules, personalized coaching, inclusive hiring (LeBlanc, 2024; Khan, 2024)
Digital Fluency	Leading competently across digital platforms while maintaining personal, authentic connections.	Effective use of Slack, Zoom, AI, digital leadership (Monahan, 2017; Yılmaz et al., 2024)
Purpose-Driven Vision	Connecting daily work tasks to larger societal and ethical missions to inspire meaning.	Integrating CSR initiatives, storytelling around purpose (Grace & Seemiller, 2017; Sujanto et al., 2024)
Cultural Intelligence	Demonstrating respect, adaptation, and leadership across diverse cultural backgrounds.	Training in CQ (Cultural Intelligence), inclusive global strategy (Zehetner et al., 2022; Sigaeva et al., 2022)

Authentic Transparency

Authentic transparency is defined as leading with emotional honesty, vulnerability, and integrity. Authentic leaders act with consistency aligned with their values. Key practices include regular self-disclosure, feedback loops, and ethical consistency (Regent University, 2024; Smith, 2023). Gen Z responds to leaders who periodically share their own thoughts, emotions, challenges, and even mistakes in appropriate and professional ways to demonstrate transparency, humanity, and relatability.

For example, a team leader striving to practice authentic transparency could begin a team meeting by acknowledging a recent mistake and explaining what they learned from it, and then ask the team for their feedback. Leaders can strive to be authentic by holding regular feedback meetings for open input, sharing monthly leadership memos with candid updates, posting public explanations for major decisions, and hosting quarterly town-hall sessions to answer any employee questions with honesty.

Servant-Transformational Focus

Servant-transformational focus means prioritizing individual and team growth while at the same time using inspirational motivation to encourage collective vision. Key practices of this pillar comprise mentoring, empowering, and promoting organizational or team vision (Gandasari & Dwidienawati, 2023; McGaha, 2018).

A leader could notice a team member’s unused potential and work with them to grow and offer personal mentorship, tying the team member’s growth to the organizational mission. Other implementation ideas include mentorship matchups, vision-driven goal setting, letting employees lead meetings or initiatives, and leadership shadow days.

Flexibility and Inclusion

The pillar of flexibility and inclusion is defined by personalizing leadership to meet the diverse needs of Gen Z followers while fostering belonging. Some key practices of this pillar are flexible scheduling, personalized coaching, and inclusive hiring (Khan, 2024; LeBlanc, 2024).

A leader practicing flexibility and inclusion might adjust work hours to support an employee’s mental health needs, tailor their coaching approach to that individual’s learning style, and ensure every team member participates in as much decision making as possible. Efforts like flex scheduling or asynchronous work options, individualized development plans, inclusive rituals like celebrating team diversity, and letting employees choose the “how” of tasks help to create a flexible and inclusive culture.

Digital Fluency

The digital fluency pillar means leading effectively across digital platforms while maintaining an authentic, personal connection. Using platforms such as Slack, Zoom, and AI effectively and leading through digital means are the key practices of this pillar (Monahan, 2017; Yılmaz et al., 2024).

A digitally fluent leader might use Slack or a similar platform to give real-time recognition, lead engaging Zoom meetings with effective visuals and breakout discussions, and integrate AI tools to streamline workflows, while still checking in personally with team members to maintain trust and connection. Digital coaching clips, short screen-recorded videos explaining an initiative, giving praise, or teaching a concept, are an effective way to reach Gen Z and be digitally fluent. Leaders could also host AI skill labs and internal workshops to teach AI tools.

Purpose-driven vision

Purpose-driven vision is defined as a leader’s ability to connect daily work tasks to a broader purpose and mission. Key practices comprise integrating corporate social responsibility initiatives and storytelling around purpose and mission (Grace & Seemiller, 2017; Sujanto et al., 2024).

To develop a culture of purpose-driven vision, leaders can connect daily work to larger missions through “Why This Matters” briefs, purpose-infused onboarding, and a shared Purpose Wall. Encouraging employee-led impact teams and offering paid Social Impact Days further reinforce a culture of meaning and social contribution.

Cultural Intelligence

The pillar of CQ means demonstrating respect, adaptation, awareness, and leadership across diverse cultural backgrounds. Training in CQ and supporting an inclusive multicultural or global strategy are key practices (Sigaeva et al., 2022; Zehetner et al., 2022). A CQ leader can adapt their communication style when working with international teams, seek input from diverse cultural perspectives, and provide training that equips the whole team to collaborate across a diverse workplace.   

To promote cultural intelligence, leaders can implement a Global Awareness Series highlighting cross-cultural themes and offer a CQ learning track focused on inclusive leadership. Cross-cultural “buddy” projects and monthly language or culture lunches foster deeper understanding through shared experiences. An Inclusive Communication Playbook can further guide respectful and effective interaction across diverse teams.

Extending Previous Leadership Theories

CALM builds on existing leadership theories and studies by synthesizing and expanding them to meet the needs of Gen Z. CALM embraces George’s (2003) authentic leadership but expands it with global and tech-driven applications (Smith, 2023; Sujanto et al., 2024). CALM combines servant (Greenleaf, 1977) and transformational (Burns, 1978) leadership to emphasize Gen Z’s need for both personal support and inspirational motivation (Gandasari et al., 2023; Grace & Seemiller, 2017).

CALM does not just combine and extend existing leadership theories but adds meaningful new contributions based on research. CALM incorporates technological fluency and global CQ as formal components, which are largely missing from previous models (Monahan, 2017; Yilmaz et al., 2024). CALM also stresses the importance of purpose-driven leadership as an essential component to lead Gen Z (LeBlanc, 2024).

Synergistic rationale for the CALM model’s six pillars

Each of the six CALM pillars addresses a distinct leadership competency valued by Gen Z. They are also complementary strengths. Gen Z doesn’t just want one thing. They want transparency, flexibility, purpose, global understanding, and digital competence all at once (Kwartawaty et al., 2024; Khan, 2024). The Calm model is not siloed and weaves together these needed leadership competencies, meeting Gen Z’s needs holistically.

The six pillars of CALM are mutually reinforcing and interdependent. See Figure 2. Authenticity leads to purpose and inclusion as transparent leaders are more trusted to lead ethically and inclusively (Walumbwa et al., 2008; Smith, 2023). Purpose helps direct transformational leaders and vision (Gandasari et al., 2023). Digital fluency promotes inclusivity and global collaboration, especially in hybrid teams (Monahan, 2017; Yılmaz et al., 2024). And servant leadership becomes more impactful when coupled with cultural intelligence (Sigaeva et al., 2022; Zehetner et al., 2022). These pillars create a feedback loop of trust, engagement, and growth for leaders and followers.

Figure 2: Synergy of the CALM model’s six pillars

Implications for Leadership Practice

CALM can be used as a framework for organizational training and development programs. Organizations can build a leadership development strategy focusing on the six pillars of CALM. Recruitment and retention may improve as leaders who strive to demonstrate the six pillars are more likely to attract, engage, and retain Gen Z (Sujanto et al., 2024; Yılmaz et al., 2024). Research showed that aligning leadership with Gen Z preferences will drive greater innovation, agility, and long-term performance in global and digital-first economies (Gandasari et al., 2023; Smith, 2023). A CALM self-assessment tool is included as Appendix B. Leaders can check in on how they are doing and set goals to improve their Gen Z leadership using this tool.

Discussion

A thematic analysis of 45 scholarly sources revealed six core leadership expectations of Gen Z. They are (a) authenticity, (b) service and empowerment, (c) flexibility and inclusion, (d) digital leadership competence, (e) purpose-driven vision, and (f) cultural intelligence (CQ). CALM integrates these six pillars into a comprehensive leadership framework focused on the rising generation.

CALM builds on authentic leadership but expands it to require digital fluency and global CQ, which are not emphasized in the original models (Walumbwa et al., 2008). Like servant leadership (Greenleaf, 1977), CALM centers on empowering and serving team members. However, CALM stresses technological leadership fluency and purpose-driven leadership. CALM shares transformational leadership’s (Bass & Riggio, 2006, Burns, 1978) focus on vision and empowerment but adds flexibility, personalization, and authentic communication. CALM goes beyond these theories by integrating technology, flexibility, and purpose as key components.

Limitations of the Study

This study was limited in scope to peer-reviewed scholarly studies. Although many of the sources were international in nature, focusing only on English language, peer-reviewed published sources between 2018 and 2025 limits the study. While much of the literature showed universality in Gen Z preferences, this study may not capture every cultural nuance globally. Thematic analysis is interpretive, and theme identification relies on the judgment of the researcher. Different analysts could group findings slightly differently (Braun & Clarke, 2006). As a young and still-developing demographic, Gen Z’s preferences may continue to evolve with new global events, technological advances, and generational life-stage transitions.

Recommendations for Future Research

CALM is a well-grounded conceptual framework that now requires empirical validation to establish its effectiveness in real-world settings. There is a clear opportunity to build a research agenda focused on testing how CALM functions across organizational contexts and cultures. Future studies could explore which of the six CALM dimensions has the strongest influence on outcomes like Gen Z engagement, retention, innovation, and workplace satisfaction. Researchers might investigate how the model performs in diverse regions, such as Asia, Africa, and South America, where cultural expectations may significantly shape leadership dynamics. Mixed-methods approaches, cross-cultural comparisons, and longitudinal studies would be particularly valuable in assessing how CALM leadership strategies influence employee outcomes over time. Additionally, research could evaluate the effectiveness of leadership training programs based on CALM principles, identifying which pillars drive the greatest improvement when developed. Another important avenue would be exploring how emerging technologies, such as AI-driven leadership tools, interact with Gen Z’s preferences and the CALM dimensions. Together, these studies would help evolve CALM from a conceptual framework to a data-supported model ready for practical application.

Conclusion

This study reviewed 45 recent scholarly studies to identify six major leadership expectations of Gen Z. Based on a thematic analysis, CALM was developed to offer a comprehensive leadership framework aligned with Gen Z needs. As Gen Z grows into the major labor force demographic, leaders must adapt or risk losing their future workforce to competitors. Leadership for this generation stresses new approaches that traditional models only partially address. Gen Z is a fast-rising segment of any organization’s personnel. CALM provides a framework for leaders to better lead this talented and promising cohort.

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Appendix A: Coding Progression Table: From Raw Codes to Themes

Raw Codes (first cycle)	Focused Codes / Categories	Final Themes (CALM Pillars)
“Open and honest communication”, “Admits mistakes”, “Shows vulnerability”, “Transparent leadership style”	Relational transparency, Ethical consistency, Vulnerability in leadership	Authentic Transparency
“Coaches instead of commands”, “Develops others”, “Inspires a vision”, “Servant mindset”, “Empowers followers”	Empowerment focus, Transformational motivation, Mentoring leadership style	Servant-Transformational Focus
“Flexible schedules”, “Customized leadership”, “Remote-friendly”, “Belonging”, “Values inclusion”	Flexibility in structure, Inclusive team practices, Personalized development	Adaptive Flexibility and Inclusion
“Uses Slack/Zoom effectively”, “AI-savvy leaders”, “Leads digital teams”, “Tech fluency is expected”	Digital leadership, Platform-native communication, AI integration in leadership	Digital Fluency
“Mission-driven leadership”, “CSR focus”, “Storytelling around impact”, “Purpose over paycheck”	Vision-centered leadership, Purpose communication, Ethics and meaning	Purpose-Driven Vision
“Global sensitivity”, “Respects culture”, “CQ training”, “Inclusive of diverse values”	Cultural adaptation, Cross-cultural communication, Global perspective	Cultural Intelligence

Appendix B: CALM Self-Assessment for Leaders

Reflect on each of the six CALM dimensions using the questions below. Rate yourself on a scale of 1–5, where 1 = rarely true, 5 = consistently true. After scoring, reflect on areas for growth.

CALM Dimension	Reflective Questions	1	2	3	4	5
Authentic Transparency	Do I lead with honesty, even when it’s uncomfortable?Do I share my reasoning behind decisions openly?
Servant-Transformational Focus	Do I prioritize the growth and success of those I lead?Do I inspire a shared vision and lead by example?
Adaptive Flexibility & Inclusion	Do I adapt my leadership style to meet team needs?Do I actively include diverse voices in decisions?
Digital Fluency	Am I comfortable using digital tools to communicate, collaborate, and lead?Do I model responsible and savvy tech use?
Purpose-Driven Vision	Do I connect daily work to a larger purpose or mission?Can my team clearly articulate our “why”?
Cultural Intelligence	Do I show awareness of and respect for different cultural perspectives?Am I adapting my leadership across contexts?

Reflection Prompts:

- Which two dimensions scored highest for you? How do these strengths show up in your day-to-day leadership?

- Which dimension scored lowest? What might be contributing to that gap?

- What’s one specific habit or behavior you could change this month to strengthen your lowest-scoring area?

- How might your leadership look different if you fully embodied all six dimensions?

- Who on your team could give you honest feedback on these areas?