An Exploratory Study on Leadership Issues in an Ultra-Aged Society

As the proportion of millennial generation members entering leadership roles within organizations increases, Generation X members are transitioning to non-executive senior roles. Additionally, considering demographic trends, the proportion of non-executive senior members within organizations is expected to gradually rise. Therefore, research targeting non-executive senior members is significant not only for individual development but also for improving organizational performance from both human resource development and organizational culture perspectives. To address this, this study aims to examine the perceptions of non-executive senior members proliferating within organizations through open surveys, focus group interviews, and in-depth interviews. The perceptions of non-executive senior members revealed through this study encompass both positive and negative aspects. On the positive side, these members have experienced various successes, both big and small, in their work and relationships, and possess unique knowledge and skills accumulated over time along with the organization's history. Additionally, they have extensive internal and external networks. Conversely, from the perspective of younger members, there are feelings of relative deprivation and concerns about fairness and equity. The significance of this study lies in raising issues related to non-executive senior members as organizations enter an ultra-aged society. It also provides a balanced perspective on non-executive senior members and suggests ways to exercise leadership based on the research findings.