Page 59 | Volume 1 | The Leadership Journal of Dallas Baptist University

59 Formative Attitudes and Behaviors of Generation Z: Psychological Models, Servant Leadership, and the Future of Corporate Social Responsibility (CSR) Kevin M. Gandy, Ph.D. Dr. Kevin M. Gandy (Leadership Studies, '19) is Assistant Professor of Educational Ministries and Leadership at Dallas Theological Seminary. In all sectors of the American workplace, a fascinating phenomenon is rapidly unfolding with every passing day as Generation Z (Gen Z) completes college and enters the workforce. The dynamics of human resource, workplace culture, and employee management are rapidly changing in the new decade, further sustained by the addition of a new generation of employees in the workforce. Gen Z, or post-millennials, is primarily defined as those individuals born since 1997.1 This is an important demographic to research, especially since the oldest generational members are just now completing their education and beginning careers. Gen Z is characterized as one of the most entrepreneurial, anxious, tolerant, and sheltered generations that has ever existed, largely due to its extensive digital connectivity, technological dependency, and an over-protective parental upbringing in the largely unstable, post-9/11 world.2 As a result, it is possible that generational problems could emerge in future years—namely degraded interpersonal human relationships, loss of personal initiative, decreased emotional and mental presence, and an inability to utilize ethical reasoning skills. These issues could lead to polarization between younger and older generations in workplace contexts, and there may be reason for concern in regard to how Gen Z will engage the workforce, work on teams, care for others, and make ethical, socially responsible decisions in adult work and life. As more brands continue making the shift towards becoming more socially responsible and environmentally sustainable through corporate FORMATIVE ATTITUDES AND BEHAVIORS OF GENERATION Z