According to recent data (2025), the global workforce predominantly comprises Millennials (born 1980–1994), who comprise approximately 34% of the labor force. They are closely followed by Generation X (1965–1979) and Generation Z (1995–2009), each contributing around 27%. Baby Boomers (1946–1964), many of whom are transitioning into retirement, now represent just 12% of the workforce. Meanwhile, the Silent Generation or Traditionalists (born before 1946) maintain only a negligible presence, and Generation Alpha (2010–2024) has yet to make a significant impact due to their age. 1
Whether we like it or not, today's workplace is more generationally diverse than ever, presenting challenges and opportunities. These five generations are now represented in boardrooms and leadership teams, each bringing distinct values, communication styles, and leadership approaches shaped by their formative years' cultural and technological landscapes.
Understanding these generational perspectives is no longer optional; it’s essential for fostering collaboration, driving innovation, and enhancing productivity. This reality reinforces that leadership cannot be approached with a one-size-fits-all mindset.
In this article, we’ll explore how leadership styles vary across generations, highlight each group's unique strengths, and examine strategies organizations can use to bridge generational gaps, ultimately creating cohesive and future-ready leadership teams.
Traditionalists: Duty-Driven and Hierarchical Leaders.
A prominent Silent Generation leader in the corporate world is Warren Buffett (born 1930), chairman and CEO of Berkshire Hathaway. He exemplifies the duty-driven and hierarchical leadership style typical of his generation, valuing tradition, structure, and long-term responsibility.
Buffett demonstrates this through his unwavering commitment to value investing, top-down decision-making, and loyalty to his company and investors. Unlike modern leaders who often seek personal branding, Buffett maintains a humble, principle-centered approach focused on stewardship and legacy, embodying the Silent Generation’s emphasis on duty over self-promotion. 2
The Silent Generation (born 1928–1945) developed a duty-driven and hierarchical leadership approach because of the historical and cultural environment in which they were raised. This generation grew up during or shortly after the Great Depression and World War II—times of hardship, uncertainty, and strict societal structures. As a result, they were taught to value stability, obedience, discipline, and respect for authority.
In their formative years, institutions like the military, government, and traditional corporate hierarchies were seen as pillars of society. Conformity, loyalty, and hard work were not just encouraged but necessary for survival and social acceptance.
These values carried into their leadership styles, making them more likely to follow rules, maintain transparent chains of command, and prioritize the organization's needs over personal ambition. Their approach reflects a belief that leadership is responsible for serving and preserving order, rather than disrupting or reinventing systems.
Key Traits:
Command-and-control approach
Strong loyalty to institutions
Emphasis on structure, rules, and seniority
High respect for authority and experience
Baby Boomers: Optimistic and Consensus-Builder.
The term “Baby Boomer” emerged from the dramatic rise in birth rates following World War II, known as the “baby boom.” First recorded in a 1963 Daily Press article by Leslie J. Nason, the phrase captured the demographic shift as the oldest Boomers approached adulthood.3 The broader term “baby boom” had already been used in the early 1940s and became common in the 1950s media to describe the surge in post-war births.4
In the business world, prominent Baby Boomer leaders such as Bill Gates (Microsoft), Oprah Winfrey, Tim Cook (Apple), Indra Nooyi (PepsiCo), and Richard Branson (Virgin Group) exemplify this generation’s optimistic and duty-driven leadership. While known for their work ethic and loyalty, these leaders also embody a forward-looking mindset, often championing innovation with a strong belief in progress.
A defining trait of these Baby Boomer executives is their consensus-building approach. They prioritize collaboration, inclusive decision-making, and clear communication—traits that align with their generational identity and serve as a bridge to Generation X, who also value optimism and harmony in the workplace.
By uniting vision with empathy, Baby Boomer leaders have laid the foundation for multigenerational teamwork and future-ready leadership cultures.
Key Traits:
Team-oriented leadership
Value hard work and loyalty
Prefer in-person collaboration
Seek consensus and democratic decision-making
Generation X: Independent and Results-Oriented.
Generation X business leaders, such as Elon Musk (Tesla, SpaceX), Satya Nadella (Microsoft), Sheryl Sandberg (Meta), Reed Hastings (Netflix), Susan Wojcicki (YouTube), and Jack Dorsey (Twitter, Square), exemplify a leadership style defined by independence, adaptability, and a strong results-oriented mindset.
These leaders challenge traditional norms, innovate boldly, and prioritize outcomes over rigid processes. Whether it’s Musk’s disruption of the automotive and space industries, Nadella’s cultural transformation at Microsoft, or Sandberg’s data-driven growth strategy at Meta, each demonstrates a deep commitment to performance, pragmatic problem-solving, and visionary leadership.
Generation X is often described as the bridge between the analog and digital eras. Born between 1965 and 1980, Gen Xers grew up during economic uncertainty, rising divorce rates, and the rise of dual-income or single-parent households. These socio-economic conditions cultivated a generation that is self-reliant, resourceful, and skeptical of authority. As a result, they value autonomy in the workplace and prefer to be evaluated on tangible results rather than time spent or rigid hierarchies.
Their formative years coincided with rapid technological advancements, which further shaped Gen X’s pragmatic and adaptable approach to leadership. Focused on efficiency and outcomes, Gen X leaders thrive amid complexity by balancing innovation with practical execution. Their ability to deliver consistent results while navigating change reflects a leadership style that is both forward-thinking and grounded in real-world experience.5
Key Traits:
Pragmatic and adaptable
Emphasize work-life balance
Focus on results over processes
Prefer straightforward and transparent communication
Millennials (Gen Y): Purpose-Driven and Inclusive.
Born roughly between 1981 and 1996, Millennials currently represent the largest generation in the global workforce, accounting for about 36% of workers in many developed economies, including the United States.6 In the Philippines, Millennials aged 25–34 make up approximately 28.6% of the country’s labor force, making them the most significant age group in employment.7
This shift reflects broader demographic changes as Baby Boomers retire and younger generations take their place in the labor market. Millennials are widely recognized for their comfort with digital technology, strong preference for meaningful work, and a desire for ongoing feedback and career development. They also value work-life balance, diversity, and corporate social responsibility, factors that significantly influence how organizations design workplace culture and leadership approaches to attract and retain Millennial talent.
Millennial business leaders such as Mark Zuckerberg (Meta), Whitney Wolfe Herd (Bumble), Evan Spiegel (Snap Inc.), Ben Silbermann (Pinterest), and Brian Chesky (Airbnb) embody a purpose-driven and inclusive leadership style that reflects their generation’s core values. These leaders focus on creating meaningful impact through innovation and technology while fostering diverse, collaborative environments.
Their leadership emphasizes social responsibility, transparency, and employee empowerment, promoting open communication and a shared sense of purpose. By combining digital fluency with a strong commitment to inclusivity, they align business goals with broader societal values that resonate deeply with Millennial employees and customers alike.
Key Traits:
Mission-driven and socially conscious
Embrace diversity, equity, and inclusion
Tech-savvy and data-driven
Prefer coaching over traditional management
Generation Z: Agile and Digitally Native Leaders.
Generation Z, born between 1997 and 2012, is emerging as a transformative force in leadership, bringing agility, digital fluency, and a people-first mindset to the workplace. As digital natives raised in an era of smartphones, social media, and instant connectivity, Gen Z leaders are naturally adept at leveraging technology to drive innovation and efficiency.
They are entering leadership roles with a focus on inclusivity, empathy, and adaptability, reshaping traditional hierarchical structures in favor of collaborative and transparent environments.8
Studies indicate that Gen Z leaders prioritize trustworthiness, ethical behavior, and adaptability over authoritative leadership styles.9 They value leaders who inspire and support their teams, creating positive work environments that foster growth and well-being.
This generation is also characterized by a strong desire for continuous learning and development, with many seeking opportunities to enhance both technical and soft skills to navigate the evolving workplace landscape.10 Their approach to leadership emphasizes servant leadership principles, where leading by example and prioritizing team needs are paramount.
Their unique perspectives and values are not only reshaping leadership expectations but also driving organizations to adapt to more flexible, inclusive, and purpose-driven cultures. Understanding and embracing the leadership styles of Gen Z is crucial for organizations aiming to thrive in an increasingly dynamic and diverse business environment.
Key Traits:
Digital-first mindset
Value authenticity and instant communication
Entrepreneurial and self-starting
Expect diversity and social responsibility
Generational Leadership Comparison Chart
Quick Tips on Bridging Generational Leadership Gaps
Generational diversity presents valuable opportunities for synergy and innovation. To harness this potential, here are key strategies for enhancing leadership collaboration across generations:
1. Encourage Reverse Mentoring
Pair younger employees with senior leaders to exchange insights on technology, culture, and leadership practices. This builds mutual respect and encourages continuous knowledge-sharing. Both generations can learn from each other through reverse mentoring and collaborative projects. Senior leaders gain fresh perspectives on digital trends and innovation, while younger employees benefit from their seasoned counterparts' experience, strategic thinking, and institutional wisdom. These partnerships close generational gaps and foster a culture of inclusivity, adaptability, and lifelong learning.
2. Build Cross-Generational Teams
Diverse teams composed of members from different age groups tend to excel in innovation, creativity, and problem-solving, as they bring a wide range of experiences, perspectives, and skills to the table. Encourage team-building initiatives that highlight and leverage each generation’s unique strengths, from the tech-savviness of Gen Z and the purpose-driven mindset of Millennials to the strategic insight of Gen X and the experience-driven leadership of Baby Boomers. These collaborative efforts improve team cohesion and drive more dynamic and well-rounded solutions.
3. Adapt Communication Styles
Embrace a variety of communication channels, including video conferencing, instant messaging, emails, and in-person meetings, to reflect the preferences of different generations in the workplace. By recognizing and adapting to these varied styles, leaders can cultivate a clearer understanding, strengthen engagement, and promote an inclusive environment where all team members feel acknowledged and effectively connected, regardless of age or digital comfort level.
4. Provide Flexible Leadership Development
Design leadership development programs that cater to diverse learning styles and career stages, offering a mix of interactive workshops, self-paced online courses, mentoring, and personalized coaching. Ensure content covers essential competencies such as digital literacy, emotional intelligence, adaptive thinking, and inclusive leadership. This approach empowers leaders across generations to grow confidently and remain relevant in today’s dynamic and multi-generational workplace.
5. Align with Core Values
Despite generational differences, foundational values like respect, purpose, and personal growth resonate universally across all age groups. Highlight and embed these shared principles into your organizational culture and leadership frameworks to create a unifying vision that inspires collaboration, drives engagement, and cultivates a strong sense of belonging among diverse teams.
The Challenge of the Future
As we look ahead, leadership in the modern workplace must transcend traditional paradigms and fully embrace the richness of generational diversity. The seasoned wisdom of Traditionalists and Baby Boomers, coupled with the adaptive collaboration of Millennials and Gen Z, forms a mosaic of leadership strengths that, when integrated thoughtfully, can drive exceptional organizational resilience and innovation.
The true challenge for today’s business leaders lies not only in acknowledging these generational differences but in actively cultivating leaders who are committed lifelong learners. These are the leaders who seek to understand perspectives beyond their own experience, who value diversity as a strategic asset, and who can navigate complexity with agility and empathy.
In a future defined by rapid change, success will depend on our ability to develop leadership that is not static but dynamic. Leaders who embrace continuous growth and who inspire cross-generational trust and collaboration. This is the imperative for building leadership legacies that are not just relevant today, but transformative for the future.
ABOUT THE AUTHOR
Marlon is the Editor-in-Chief and Managing Director of Molmisa Point, leading its vision as a premier digital platform for leadership, business, and personal growth. A thriving leadership and management consultant, corporate trainer, and best-selling book author in the Philippines, he is also the founder of Mzone Training and Chairman of the Molmisa Group. Marlon holds a Master’s in Public Management from Ateneo de Manila University - School of Government and a postgraduate certificate from the Asian Institute of Management. He also co-founded the Business and Management Consultants Association of the Philippines.
2 Investopedia. Warren Buffett's Investment Strategy and Leadership Style. Retrieved from https://www.investopedia.com/articles/01/071801.asp
3 Wikipedia. Baby Boomers. Retrieved from https://en.wikipedia.org/wiki/Baby_boomers
4 Online Etymology Dictionary. Baby Boom. Retrieved from https://www.etymonline.com/word/baby%20boom
5Harvard Business Review. “Generational Differences at Work Are Small. Thinking They’re Big Affects Our Behavior.” https://hbr.org/2019/08/generational-differences-at-work-are-small-thinking-theyre-big-affects-our-behavior
⁶ Gallup. “How Millennials Want to Work and Live.” 2016. https://www.gallup.com/workplace/238073/millennials-work-live.aspx
⁷ Philippine Statistics Authority, “Labor Force Survey July 2024,” accessed May 2025, https://www.bworldonline.com/opinion/2024/09/26/623883/that-is-one-target-rich-environment/
8 Frontiers in Psychology. Digital Natives of the Labor Market: Generation Z as Future Leaders and Their Perspectives on Leadership. 2024. https://www.frontiersin.org/articles/10.3389/fpsyg.2024.1378982/full
9 Remesh. Gen Z Leadership: Trust, Ethics, and Adaptability. 2024. https://www.remesh.ai/resources/gen-z-leadership
10 Deloitte. Global Gen Z and Millennial Survey 2025. https://www.deloitte.com/global/en/issues/work/genz-millennial-survey.html
Five Generations in the Modern Workplace
According to recent data (2025), the global workforce predominantly comprises Millennials (born 1980–1994), who comprise approximately 34% of the labor force. They are closely followed by Generation X (1965–1979) and Generation Z (1995–2009), each contributing around 27%. Baby Boomers (1946–1964), many of whom are transitioning into retirement, now represent just 12% of the workforce. Meanwhile, the Silent Generation or Traditionalists (born before 1946) maintain only a negligible presence, and Generation Alpha (2010–2024) has yet to make a significant impact due to their age. 1
Whether we like it or not, today's workplace is more generationally diverse than ever, presenting challenges and opportunities. These five generations are now represented in boardrooms and leadership teams, each bringing distinct values, communication styles, and leadership approaches shaped by their formative years' cultural and technological landscapes.
Understanding these generational perspectives is no longer optional; it’s essential for fostering collaboration, driving innovation, and enhancing productivity. This reality reinforces that leadership cannot be approached with a one-size-fits-all mindset.
In this article, we’ll explore how leadership styles vary across generations, highlight each group's unique strengths, and examine strategies organizations can use to bridge generational gaps, ultimately creating cohesive and future-ready leadership teams.
Traditionalists: Duty-Driven and Hierarchical Leaders.
A prominent Silent Generation leader in the corporate world is Warren Buffett (born 1930), chairman and CEO of Berkshire Hathaway. He exemplifies the duty-driven and hierarchical leadership style typical of his generation, valuing tradition, structure, and long-term responsibility.
Buffett demonstrates this through his unwavering commitment to value investing, top-down decision-making, and loyalty to his company and investors. Unlike modern leaders who often seek personal branding, Buffett maintains a humble, principle-centered approach focused on stewardship and legacy, embodying the Silent Generation’s emphasis on duty over self-promotion. 2
The Silent Generation (born 1928–1945) developed a duty-driven and hierarchical leadership approach because of the historical and cultural environment in which they were raised. This generation grew up during or shortly after the Great Depression and World War II—times of hardship, uncertainty, and strict societal structures. As a result, they were taught to value stability, obedience, discipline, and respect for authority.
In their formative years, institutions like the military, government, and traditional corporate hierarchies were seen as pillars of society. Conformity, loyalty, and hard work were not just encouraged but necessary for survival and social acceptance.
These values carried into their leadership styles, making them more likely to follow rules, maintain transparent chains of command, and prioritize the organization's needs over personal ambition. Their approach reflects a belief that leadership is responsible for serving and preserving order, rather than disrupting or reinventing systems.
Key Traits:
Command-and-control approach
Strong loyalty to institutions
Emphasis on structure, rules, and seniority
High respect for authority and experience
Baby Boomers: Optimistic and Consensus-Builder.
The term “Baby Boomer” emerged from the dramatic rise in birth rates following World War II, known as the “baby boom.” First recorded in a 1963 Daily Press article by Leslie J. Nason, the phrase captured the demographic shift as the oldest Boomers approached adulthood.3 The broader term “baby boom” had already been used in the early 1940s and became common in the 1950s media to describe the surge in post-war births.4
In the business world, prominent Baby Boomer leaders such as Bill Gates (Microsoft), Oprah Winfrey, Tim Cook (Apple), Indra Nooyi (PepsiCo), and Richard Branson (Virgin Group) exemplify this generation’s optimistic and duty-driven leadership. While known for their work ethic and loyalty, these leaders also embody a forward-looking mindset, often championing innovation with a strong belief in progress.
A defining trait of these Baby Boomer executives is their consensus-building approach. They prioritize collaboration, inclusive decision-making, and clear communication—traits that align with their generational identity and serve as a bridge to Generation X, who also value optimism and harmony in the workplace.
By uniting vision with empathy, Baby Boomer leaders have laid the foundation for multigenerational teamwork and future-ready leadership cultures.
Key Traits:
Team-oriented leadership
Value hard work and loyalty
Prefer in-person collaboration
Seek consensus and democratic decision-making
Generation X: Independent and Results-Oriented.
Generation X business leaders, such as Elon Musk (Tesla, SpaceX), Satya Nadella (Microsoft), Sheryl Sandberg (Meta), Reed Hastings (Netflix), Susan Wojcicki (YouTube), and Jack Dorsey (Twitter, Square), exemplify a leadership style defined by independence, adaptability, and a strong results-oriented mindset.
These leaders challenge traditional norms, innovate boldly, and prioritize outcomes over rigid processes. Whether it’s Musk’s disruption of the automotive and space industries, Nadella’s cultural transformation at Microsoft, or Sandberg’s data-driven growth strategy at Meta, each demonstrates a deep commitment to performance, pragmatic problem-solving, and visionary leadership.
Generation X is often described as the bridge between the analog and digital eras. Born between 1965 and 1980, Gen Xers grew up during economic uncertainty, rising divorce rates, and the rise of dual-income or single-parent households. These socio-economic conditions cultivated a generation that is self-reliant, resourceful, and skeptical of authority. As a result, they value autonomy in the workplace and prefer to be evaluated on tangible results rather than time spent or rigid hierarchies.
Their formative years coincided with rapid technological advancements, which further shaped Gen X’s pragmatic and adaptable approach to leadership. Focused on efficiency and outcomes, Gen X leaders thrive amid complexity by balancing innovation with practical execution. Their ability to deliver consistent results while navigating change reflects a leadership style that is both forward-thinking and grounded in real-world experience.5
Key Traits:
Pragmatic and adaptable
Emphasize work-life balance
Focus on results over processes
Prefer straightforward and transparent communication
Millennials (Gen Y): Purpose-Driven and Inclusive.
Born roughly between 1981 and 1996, Millennials currently represent the largest generation in the global workforce, accounting for about 36% of workers in many developed economies, including the United States.6 In the Philippines, Millennials aged 25–34 make up approximately 28.6% of the country’s labor force, making them the most significant age group in employment.7
This shift reflects broader demographic changes as Baby Boomers retire and younger generations take their place in the labor market. Millennials are widely recognized for their comfort with digital technology, strong preference for meaningful work, and a desire for ongoing feedback and career development. They also value work-life balance, diversity, and corporate social responsibility, factors that significantly influence how organizations design workplace culture and leadership approaches to attract and retain Millennial talent.
Millennial business leaders such as Mark Zuckerberg (Meta), Whitney Wolfe Herd (Bumble), Evan Spiegel (Snap Inc.), Ben Silbermann (Pinterest), and Brian Chesky (Airbnb) embody a purpose-driven and inclusive leadership style that reflects their generation’s core values. These leaders focus on creating meaningful impact through innovation and technology while fostering diverse, collaborative environments.
Their leadership emphasizes social responsibility, transparency, and employee empowerment, promoting open communication and a shared sense of purpose. By combining digital fluency with a strong commitment to inclusivity, they align business goals with broader societal values that resonate deeply with Millennial employees and customers alike.
Key Traits:
Mission-driven and socially conscious
Embrace diversity, equity, and inclusion
Tech-savvy and data-driven
Prefer coaching over traditional management
Generation Z: Agile and Digitally Native Leaders.
Generation Z, born between 1997 and 2012, is emerging as a transformative force in leadership, bringing agility, digital fluency, and a people-first mindset to the workplace. As digital natives raised in an era of smartphones, social media, and instant connectivity, Gen Z leaders are naturally adept at leveraging technology to drive innovation and efficiency.
They are entering leadership roles with a focus on inclusivity, empathy, and adaptability, reshaping traditional hierarchical structures in favor of collaborative and transparent environments.8
Studies indicate that Gen Z leaders prioritize trustworthiness, ethical behavior, and adaptability over authoritative leadership styles.9 They value leaders who inspire and support their teams, creating positive work environments that foster growth and well-being.
This generation is also characterized by a strong desire for continuous learning and development, with many seeking opportunities to enhance both technical and soft skills to navigate the evolving workplace landscape.10 Their approach to leadership emphasizes servant leadership principles, where leading by example and prioritizing team needs are paramount.
Their unique perspectives and values are not only reshaping leadership expectations but also driving organizations to adapt to more flexible, inclusive, and purpose-driven cultures. Understanding and embracing the leadership styles of Gen Z is crucial for organizations aiming to thrive in an increasingly dynamic and diverse business environment.
Key Traits:
Digital-first mindset
Value authenticity and instant communication
Entrepreneurial and self-starting
Expect diversity and social responsibility
Generational Leadership Comparison Chart
Quick Tips on Bridging Generational Leadership Gaps
Generational diversity presents valuable opportunities for synergy and innovation. To harness this potential, here are key strategies for enhancing leadership collaboration across generations:
1. Encourage Reverse Mentoring
Pair younger employees with senior leaders to exchange insights on technology, culture, and leadership practices. This builds mutual respect and encourages continuous knowledge-sharing. Both generations can learn from each other through reverse mentoring and collaborative projects. Senior leaders gain fresh perspectives on digital trends and innovation, while younger employees benefit from their seasoned counterparts' experience, strategic thinking, and institutional wisdom. These partnerships close generational gaps and foster a culture of inclusivity, adaptability, and lifelong learning.
2. Build Cross-Generational Teams
Diverse teams composed of members from different age groups tend to excel in innovation, creativity, and problem-solving, as they bring a wide range of experiences, perspectives, and skills to the table. Encourage team-building initiatives that highlight and leverage each generation’s unique strengths, from the tech-savviness of Gen Z and the purpose-driven mindset of Millennials to the strategic insight of Gen X and the experience-driven leadership of Baby Boomers. These collaborative efforts improve team cohesion and drive more dynamic and well-rounded solutions.
3. Adapt Communication Styles
Embrace a variety of communication channels, including video conferencing, instant messaging, emails, and in-person meetings, to reflect the preferences of different generations in the workplace. By recognizing and adapting to these varied styles, leaders can cultivate a clearer understanding, strengthen engagement, and promote an inclusive environment where all team members feel acknowledged and effectively connected, regardless of age or digital comfort level.
4. Provide Flexible Leadership Development
Design leadership development programs that cater to diverse learning styles and career stages, offering a mix of interactive workshops, self-paced online courses, mentoring, and personalized coaching. Ensure content covers essential competencies such as digital literacy, emotional intelligence, adaptive thinking, and inclusive leadership. This approach empowers leaders across generations to grow confidently and remain relevant in today’s dynamic and multi-generational workplace.
5. Align with Core Values
Despite generational differences, foundational values like respect, purpose, and personal growth resonate universally across all age groups. Highlight and embed these shared principles into your organizational culture and leadership frameworks to create a unifying vision that inspires collaboration, drives engagement, and cultivates a strong sense of belonging among diverse teams.
The Challenge of the Future
As we look ahead, leadership in the modern workplace must transcend traditional paradigms and fully embrace the richness of generational diversity. The seasoned wisdom of Traditionalists and Baby Boomers, coupled with the adaptive collaboration of Millennials and Gen Z, forms a mosaic of leadership strengths that, when integrated thoughtfully, can drive exceptional organizational resilience and innovation.
The true challenge for today’s business leaders lies not only in acknowledging these generational differences but in actively cultivating leaders who are committed lifelong learners. These are the leaders who seek to understand perspectives beyond their own experience, who value diversity as a strategic asset, and who can navigate complexity with agility and empathy.
In a future defined by rapid change, success will depend on our ability to develop leadership that is not static but dynamic. Leaders who embrace continuous growth and who inspire cross-generational trust and collaboration. This is the imperative for building leadership legacies that are not just relevant today, but transformative for the future.
Marlon is the Editor-in-Chief and Managing Director of Molmisa Point, leading its vision as a premier digital platform for leadership, business, and personal growth. A thriving leadership and management consultant, corporate trainer, and best-selling book author in the Philippines, he is also the founder of Mzone Training and Chairman of the Molmisa Group. Marlon holds a Master’s in Public Management from Ateneo de Manila University - School of Government and a postgraduate certificate from the Asian Institute of Management. He also co-founded the Business and Management Consultants Association of the Philippines.
Footnotes
1 Economics Insider. Global Workforce Distribution by Generation. Retrieved from https://economicsinsider.com/global-workforce-distribution-by-generation/
2 Investopedia. Warren Buffett's Investment Strategy and Leadership Style. Retrieved from https://www.investopedia.com/articles/01/071801.asp
3 Wikipedia. Baby Boomers. Retrieved from https://en.wikipedia.org/wiki/Baby_boomers
4 Online Etymology Dictionary. Baby Boom. Retrieved from https://www.etymonline.com/word/baby%20boom
5Harvard Business Review. “Generational Differences at Work Are Small. Thinking They’re Big Affects Our Behavior.” https://hbr.org/2019/08/generational-differences-at-work-are-small-thinking-theyre-big-affects-our-behavior
⁶ Gallup. “How Millennials Want to Work and Live.” 2016. https://www.gallup.com/workplace/238073/millennials-work-live.aspx
⁷ Philippine Statistics Authority, “Labor Force Survey July 2024,” accessed May 2025, https://www.bworldonline.com/opinion/2024/09/26/623883/that-is-one-target-rich-environment/
8 Frontiers in Psychology. Digital Natives of the Labor Market: Generation Z as Future Leaders and Their Perspectives on Leadership. 2024. https://www.frontiersin.org/articles/10.3389/fpsyg.2024.1378982/full
9 Remesh. Gen Z Leadership: Trust, Ethics, and Adaptability. 2024. https://www.remesh.ai/resources/gen-z-leadership
10 Deloitte. Global Gen Z and Millennial Survey 2025. https://www.deloitte.com/global/en/issues/work/genz-millennial-survey.html
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