Persuasive Speech - 895 Words

To be Persuasive we must be Believable An American literary theorist and novelist, Kenneth Burke, once said, â€Å"Wherever there is persuasion, there is rhetoric, and wherever there is rhetoric, there is meaning.† (Burke) Barack Obama, Martin Luther King Jr. and Fannie Lou Hamer all delivered powerful persuasive speeches that will go down in history. The use of these motivational individuals’ language and persuasion played a pivotal role within the civil rights movement, the movement that achieved the most important breakthrough in the equal rights legislation. We can observe this in the speakers’ rhetoric devices like ethos, logos and pathos. On the fiftieth anniversary of the events on â€Å"Bloody Sunday†, Obama gave a speech filled with†¦show more content†¦Ã¢â‚¬Å"I have a dream that my four children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character.† (King) The reference to his children helps charge an emotional image into the listener’s mind, more so because the listener is likely to pity the way the actions of others affect the younger generation. Logos appeals to logic, which allows the writer to address questions and counterpoints to anyone who may refute. You will discover the King’s use of logos during his speech when he argued, â€Å"It would be fatal for the nation to overlook the urgency of the moment and to underestimate the determination of the Negro.† (King) While logos allows for discussion, this is a fact that nobody could deny, seeing as the people of color have shown great determination on countless occasions. Credibility is the quality of being trusted and believed in and a persuasive speaker will have the ability to convince their audience to do the action he/she proposes. King used the rhetorical device, ethos, when using an allusion to the Bible; â€Å"and the glory of the Lord shall be revealed and all flesh see it together.† (King) People desire to know what the Bible has to say about the issues and questions of life and because of this allusion King used during his â€Å"I have a dre am† speech, it gained the trust of his audience and became one of the greatest speeches ever given during the civil rightsShow MoreRelatedPersuasive Speech : Automatic Speech Recognition1610 Words   |  7 PagesAutomatic speech recognition is a tool that allows computers to translate spoken language into written text. This technology can assist users in interpreting and using audio information for applications such as transcribing interviews, human-computer interactions, and many more. Speech recognition is an application the Ministry of Justice has expressed great interest in. They wish to automate the conversion of voice recordings of inmate phone conversations to text, which can then be analyzed forRead MorePersuasive Essay On Hate Speech1612 Words   |  7 Pages In the name of free speech, hate speech should not be tolerated. Hate speech has devastating effects on the people and communities it is targeted at. Left unchecked hate speech can lead to harmful and violent effects. Over the past few years, the effects of hate speech used on women, homosexuals, ethnic groups and religious minorities have become more and more apparent. Hate speech can be very divisive in many of the situations it is used, depending on who interprets the expression can vary howRead MorePersuasive Essay On Freedom Of Speech1083 Words   |  5 PagesFreedom of Speech When the rules and doctrines of our country were first being assembled, the right minded individuals with the power of legislature took a page from John Locke and affirmed that Americans are endowed with a list of natural rights upon birth. The first and arguably most important notch on that list if the frequently used and abused First Amendment, our freedom of Speech. The First Amendment solemnly declares that Congress is incapable of passing any legislation which inhibits a citizen’sRead MoreSpeech : The Persuasive Speech761 Words   |  4 PagesDuring the persuasive speech I was really nervous. I know that this is the third presentation that I had to do, but I really had a hard time talking in front of everyone. That was very weird for me because I thought that I would already be used to speaking in front of the class since I’m always talking in class and participating. In my opinion, I feel that I did more wrong than right during this presentation. I know for a fa ct that I kept repeating myself. The reason for that was because I was reallyRead MorePersuasive Speech1641 Words   |  7 Pagesto Public Speaking 14 November 2010 Persuasive Speech Reduce Landfill Waste by Reduce, Reuse and Recycling and the financial benefits I. Introduction A. Attention Getter: Over half of the waste that ends up in the landfill does not belong there because it could have been recycled or reused. B. 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Thesis: The need for blood donors is crucial it could save a life of someone you know or your own. Introduction: A. Imagine you or someone you know needed blood to save their life. For example, if you were born with a heart defect and required a transfusion for a chance at life. What if there was no bloodRead MorePersuasive Speech1153 Words   |  5 PagesPERSUASIVE SPEECH OUTLINE Topic: Organ Donation Specific Purpose: To persuade my audience to donate their organs and tissues when they die and to act upon their decision to donate. INTODUCTION Attention: How do you feel when you have to wait for something you really, really want? What if it was something you couldn’t live without? Ladies and gentlemen I’m here today to share with you my views on organ donation, in the hope that you will take them on board and give someone the ultimateRead MorePersuasive Speech966 Words   |  4 PagesKourtney Watkins 07/31/2013 Persuasive Speech I. Attention Step A. Right now in the United States of America murderers, rapist, and child molesters are being set free. Prisoners are watching T.V., eating a meal, and using exercise equipment while law abiding citizens are starving and living in gutters. Prisoners even have their own periodical. Dangerous criminals are walking the streets and crime is a way of life to many Americans. In America, crime does pay because our nations prison systemRead MorePersuasive Speech : Persuasive Presentation1357 Words   |  6 PagesPersuasive Presentation Outline Emily Coleman COM 114 Section 700 Vaccines Specific Purpose: My specific purpose is to convince my audience that everyone should get vaccinations. Thesis Statement: Recently, the United States has seen a resurgence of many different diseases that we haven t seen in decades. Much of this problem is caused by failure to get vaccinations, and a key step to solving the issue is education. INTRODUCTION: I. Attention Getter: On January 6th, 2012, Brady Alcaide, a

Marketing Analysis Cabelas Brand Clothing And...

Cabela’s is a well-known retail company in the United States and Canada which advertises products of clothing and accessories for any outdoor activity such as hunting, fishing, camping, boating, etc. For example, the merchandise they sell in the store ranges from firearms to boats. Apparel offered by Cabela’s is well known for outdoor activities and needs; but popular name brand clothing and accessories for everyday use are also an option for any potential customer. Though the original retail store is an offer for shopping, customers can choose from many other ways of purchasing products. In most cases, waterfalls, mountain displays, aquariums, and shooting galleries are an added experience to in-store shopping. Cabela’s also offers ordering catalogs, in-store pick up, personal shipping destinations, or website/mobile shopping. Some of the retail competitors include Bass Pro Shops, Target, Amazon, The Sports Authority, Dick s Sporting Goods, Wal-Mart, and many others. Cabela’s was always my go-to for any outdoor activity. The range of products sold was massive just like the store building and floor plan. The unique aspects to Cabela’s attracts customers and viewers. In 1961, a man named Dick Cabela decided to sell fishing flies that he recently purchased at a furniture show in Chicago. Once he returned to his home in Chappell, Nebraska, he created a newspaper ad for the paper, Wyoming paper that read: â€Å"12 hand tied flies for $1.† Unfortunately, Dick Cabela could roundShow MoreRelatedCabelas Marketing5410 Words   |  22 Pages[pic] Cabela’s 2012 Strategic Marketing Plan Johnson Lee Integrated Marketing Strategy Table of Contents Executive Summary 3 Situation Analysis 3 The Internal Environment 3 The Customer Environment 7 The External Environment 9 SWOT Analysis 12 Developing Competitive Advantages 12 Developing a Strategic Focus 13 Marketing Goals and Objectives 13 Marketing Strategy 13 Primary and Secondary Target Markets 13 Product Strategy 14

Balances of Values and Academiic Freedom of Inquiry Essay Example For Students

Balances of Values and Academiic Freedom of Inquiry Essay Balances of Values and Academiic Freedom of Inquiry Essay Dear Mr. R. Kirby Godsey, In the process of life we face many challenges and many crossroads. We have many choices and many decisions to make. In making these decisions we must keep in mind the moral values our parents have taught us since we were born. Those Christian values should guide our lives and the choices we make. These same values should also guide at school as well. In our pursuit of knowledge, we should keep these values in mind. In our never-ending road of learning, we are granted with many academic freedoms. We have the freedom to question and try to learn new ideas. We also have the freedom to disagree with the material presented to us. We can disagree and voice our opinions, but in an orderly fashion. In exercising those freedoms, we should do so with maturity and responsibility. As students, we are responsible for learning all the content of any course we study. We are free to take exception to the views or information presented to us, and we are free to reserve judgment about matters of opinions. Sometimes, in our quest for knowledge, there becomes a conflict between our beliefs we are accustomed to and the material presented to us. When there is a difference, we should not ignore the idea or block it out. We should feel free to learn and question new ideas. Just because we learn something doesnt mean we have to accept it. We should leave ourselves open to new ideas. When we do this we become very well rounded individuals. An example of this is the issue involving the debate between evolution and creationism. As Christians, we naturally believe in creationism, but we shouldnt stop learning about evolution because we dont believe in it. This makes us very close minded. We shouldnt stop learning about a subject just because we dont believe in it. One of our freedoms is the academic freedom of inquiry. This means we have freedom to question. We have the freedom to learn. We can still search for more answers, and we can learn different theories and still keep our beliefs. The trick in doing this is to balance all of this. We must be able to keep our beliefs and new ideas presented separated. We must be able to draw a line between what you learn and what you believe. In doing this we become open minded individuals. I believe if we can balance our values and our academic freedom of inquiry we have reached a whole new level of learning. Not many people can do this. It is hard to want to learn material presented to us that you dont particularly care for or believe in. When we learn to do this we are open to a whole new world of possibilities. I feel I have learned how to keep my morals and beliefs, while continuing my search for new ideas and information. I feel I have learned to balance these. I have found the line between the two , and I know when too far is too far. Since Mercer is a place where I can feel free to open myself to new doors and express my beliefs, I feel I would blend into the Mercer environment very well. I am open to new ideas and want to learn. I want to get the best education I can get and Mercer is the place where I can get it. I am willing to learn as much as I can, whether it is spiritually, academically, or intellectually. .ua35c294023cbeced03ec7883098fd8b7 , .ua35c294023cbeced03ec7883098fd8b7 .postImageUrl , .ua35c294023cbeced03ec7883098fd8b7 .centered-text-area { min-height: 80px; position: relative; } .ua35c294023cbeced03ec7883098fd8b7 , .ua35c294023cbeced03ec7883098fd8b7:hover , .ua35c294023cbeced03ec7883098fd8b7:visited , .ua35c294023cbeced03ec7883098fd8b7:active { border:0!important; } .ua35c294023cbeced03ec7883098fd8b7 .clearfix:after { content: ""; display: table; clear: both; } .ua35c294023cbeced03ec7883098fd8b7 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ua35c294023cbeced03ec7883098fd8b7:active , .ua35c294023cbeced03ec7883098fd8b7:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ua35c294023cbeced03ec7883098fd8b7 .centered-text-area { width: 100%; position: relative ; } .ua35c294023cbeced03ec7883098fd8b7 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ua35c294023cbeced03ec7883098fd8b7 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ua35c294023cbeced03ec7883098fd8b7 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ua35c294023cbeced03ec7883098fd8b7:hover .ctaButton { background-color: #34495E!important; } .ua35c294023cbeced03ec7883098fd8b7 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ua35c294023cbeced03ec7883098fd8b7 .ua35c294023cbeced03ec7883098fd8b7-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ua35c294023cbeced03ec7883098fd8b7:after { content: ""; display: block; clear: both; } READ: Their Eyes Were Watching God Essay ThesisSincerely, XXXXXXXXX .

Leadership Style And Behavior Among Baby Boomers, Generation X and Generation Y free essay sample

Generation Y (born 1981 and 2000) is young worker, Generation X (born 1965-1980) is middle generation and Baby Boomers (Born 1946-1964) is older employers. Usually young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don’t like ambivalence. It is important organization to take time and build the trusting relationship where each generation brings ahead their potentials and works towards the organization goal. The leaders should recognize the different work characteristics between generational groups and apply leadership styles that will positively contribute to employee motivation. As a result, due to the shifting nature of the job/task itself and the changing nature of subordinate characteristics and behavior. Leadership styles have also had to make changes. Accordingly, a task-oriented leadership style is more acceptable to Baby boomers but Generation X and Generation Y prefer to be managed under a relationship-oriented leadership style. Introduction The workplace has changed dramatically in recent years. We will write a custom essay sample on Leadership Style And Behavior Among Baby Boomers, Generation X and Generation Y or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Today’s workforce can be divided into three distinct groups of people. There are the Baby boomers (Born 1946 and 1964), Generation X ( born 1965-1980) and Generation Y (Born 1981-2000, Millennial) . In the modern workforce, employees from many different generations are working together and closely both with people who are as young as their children and as old as their parents. Thus, managers are realizing that generation and age has just as much to do with employees’ hope, learning styles and expectation and other characteristics. For each generation there are particular experiences that mold specific preferences, expectations, beliefs and work style. Therefore, how these have impacted their work behavior and leadership styles. Understanding expectations and what emotion is driving their behavior is far more productive as oppose to jumping to a judgment based on a stereotype and leadership style differences. Somehow, learning how to communicate with the different generations can eliminate many major confrontations and misunderstandings in the workplace such as having problem with communication, leadership, relationships, and many more. The work characteristics of these generational group are an important issue for their leaders. It is known that employees with different work characteristics will be more effective and productive with different leadership styles (Tulgan, 1996). The investigation of work behavior and the corollary leadership style is therefore an important area for leaders who must lead and motivate the generational groups. 1. 0 Work Behavior Characteristic between Baby boomers, Generation X and Generation Y. 1. 1 Baby Boomers These are the post-war children, born between 1946 and 1964. Born in harsher, more restrictive times, this generation is characterized by either their early experiences of rationing or the post-war austerity of their parents, and view the workplace in terms of career jobs which they expect to hold for many years. They probably had one black and white television at home. Baby boomers are comfortable with manual working methods and hard work, but need to focus on one task at a time, which they like to follow to its conclusion. They expect a level of commitment and job security from their employers, and are driven as much by a sense of duty and pride to do a good job as by their salaries. Smart work clothing is essential, as is being early for shifts. The Baby Boomers rarely complain about their work load or other members of staff. Baby boomers tend to be more diligent on the job and prefer a more stable working environment (Loomis, 2000). The Baby boomers tend to work hard and are generally loyal to their employer. Baby boomers are willing and expecting to work with others. In term of leadership style, Baby boomers accept the chain of command. In addition, they expect their managers to give direction and to lead them towards organizational goals. They prefer teamwork directed by leaders in positional authority, and a task-oriented leadership style. Baby boomers are however, not highly technologically savvy, nor do they generally like change ( Raths, 1999). 1. 2 Generation X Born between 1965 and 1980, Generation X has strong ties to the Baby Boomers, but grew up in more prosperous times. As children, this generation was busy playing outside with their friends home was a place for dinner and sleep. They share a sense of respect and duty similar to their older counterparts, and also prefer to keep home and work separate. However, they are more comfortable using technology even though their lack of formative education in IT means that most are self-taught or have developed their skills in the workplace. They had a colour TV at home, and probably more than one. They can be known as, â€Å"techno-immigrants?. When researching projects and ideas, they dig deep and are thorough in their investigations. This group will report problems they see to managers, but are unlikely to be overly critical or pushy. In terms of employment, this group realizes that jobs for life are rare, but still thinks in five-to-ten year blocks. Holiday, pay rises, bonuses and sense of working for a successful company help drive these people. Work values for the X-ers emphasize personal satisfaction rather than just working hard. They tend to look for any opportunities to improve their working skills. They are loyal to their profession rather than to their employer. They are more individualistic. They have a high need for autonomy and flexibility in their lifestyle and jobs thus less need for leadership. They need self achievement from their job and basic needs at the same time and they do not want their work to impact negatively on their quality of life. Thus, they are less devoted to their jobs, and less job involvement occurs. In fact, job satisfaction is more important than promotion for the Xer. This is because Xers focus on life outside the job, their leisure, family, lifestyle and other interests are as important as their work. Xers can accept an unwanted or less desirable promotion if this suits their lifestyle. However they are not willing to make the sacrifices demanded by their organizations and turn into ‘workaholics’ ( Huichun Miller, 2005). 1. 3 Generation Y These techno-natives were born between 1981-2000 and grew up with laptops at home and at school. This group of workers are only just entering the workplace and therefore their influence at this time is still emerging. Consequently, Generation Y believes anything is possible with technology, and will use all available resources to teach themselves the skills which they require. Their childhoods were less outdoor orientated than previous generations, with the proliferation of technology in the home contributing to families increasingly spending their time in separate rooms, meaning that work and friends are often deemed more important than relatives. They were born of boomer parents and early X-ers into the current high-tech. Although the youngest workers, they represent the most technologically adept. They are fast learners and tend to be impatient (Zemke et al. , 2000) Generation Y tell managers if they are unhappy with anything. The line between work and home is blurred. Leaving university owing tens of thousands of pounds and faced with the apparent futility of meeting the debt many take the short term view and treat money as a disposable commodity. This carefree attitude carries into the workplace which has become a place to be with friends, not to earn money. Information is gathered by skimming and grabbing knowledge from friends through social networking and community forums. Multi-tasking is second nature, which also means that attention spans are short. Generation Y members know what they are worth, and treat each job as a stepping stone to the next stage in their career, with acquisition of new skills and experiences as important to them as earning more money. 2. 0 The Challenge The challenge is how to manage multigenerational workforces. Young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don’t like ambivalence. Understanding differences between the generations is fundamental in building successful multigenerational workplace. Then the approach to finding balance between groups is to teach tolerance and encourage mutual understanding. Here is a brief description on characteristic of each generation (United Nations Joint Staff Pension Fund, 2013) and perception of other generations (from study Gursoy et al. (2008). 2. 1 Characteristics of each generation : Baby Boomers (Born 1946-1964) Generation X ( Born 1965-1980) Generation Y , Millennials (Born 1981-2000) Big picture/ systems in place Bring fresh perspective Do not respect the titles Disapprove absolutes and structure Optimism team orientation Uncomfortable with conflict Personal growth Sensitive to feedback Health and wellness Personal gratification Positive attitude Impatience Goal orientated Multi-tasking Thinking Globally Self-reliance Flexible hours Informal work environment Just a job Tehno-literal Informal-balance Give them a lot to do and freedom to do their way Question the authority Confidence Sociability Morality Street Smart Diversity Collective action heroic spirit Tenacity Technological savvy Lack of skills for dealing with difficult people Need flexibility 2. 2 Perception of other generations TABLE 1 Perceptions of the Baby Boomers of other generations (a) Perceptions of Managers from the Boomers Generation of the X-ers and Millennials: They have no work ethic They are just slackers He has been here 6 months and he wants a promotion They are not very reliable They are not consistent They do not know how to dress for work They keep saying, ‘‘It is not my job’’ They see this job as a stepping stone to a better job They do not know how to dress up They have way too many piercing and tattoos (b) Perceptions of the Boomer employees of their Generation X managers: They are whipper-snapper babies They do not have the experience. They need to gain a lot of experience They do not know how to manage They do not respect life experiences They work too hard to try to prove themselves They lack people skills They do not know how hard employees work. Company should develop a program where managers walk in employees’ shoes They rely on technology too much Everything is in E-mail They are not consistent Table 2 Perceptions of the Generation X of other generations (a) Perceptions of the Generation X of employees from the Millennial Generation: They have no sense of urgency They lack ownership—‘‘not my job’’ You have to teach them a lot more—iron uniform, good customer service, do more than the minimum They seem to lack common sense/might be book smart They are quick learners They are in search of role models. They look to managers/supervisors for knowledge They are overconfident They want constant praise/acknowledgement They want to be thanked for doing what they are supposed to be doing They are very high maintenance They do not understand that this is a business driven by guests (b) Perceptions of the Generation X of employees from the Baby Boomer Generation: They are set in their ways. They do not like change Dealing with them and convincing them to do something requires extra time and effort They have very good work ethics They are slow. They learn at a slower rate Technology is very challenging for them They like caring for people, they are good with customers They are very customer oriented They are very responsible (c) Perceptions of the Generation X of their managers from the Baby Boomer Generation: They cut too many corners in order to reach financial goals to get their bonuses They are very loyal to the company They fear change They are not very appreciative of their subordinates They manage from their offices. They need to get out of the office and lead by example They are not part of the team. They fail to step in and help out when needed. They are basically administrators They do nothing to get to know employees They are not up to date From study Gursoy et al. (2008), as shown in Table 1, perceptions of the Baby Boomers of other generations as presented, managers from Boomers have a very low opinion of Generation X and Generation Y ( Millennial). Boomers managers thinks that younger employees have no work ethic and they are â€Å"slackers†. Moreover, Boomers employees do not have very high opinions of their Gen X managers because Baby boomers thinks that their Gen X managers do not have the experience to manage and that X-ers lack people skills and rely on technology too much. Also from study Gursoy et al. (2008), as shown in Table 2, perceptions of the Generation X of other generations. Its represent X-ers’ perceptions of employees and managers from the Boomer generation. The X-ers do not think very highly of Millennial employees. The X-ers think Millennials do not understand the nature of the business and they are slackers, but admit that Millennials are very quick learners. X-ers have very high respect employees from the Baby Boomer Generation. However , the X-ers believe that it is hard to gain the Boomer employees’ respect. The X-ers also believe that the Boomer employees are slow learners and not very good with technology. Moreover, when it comes to the X-ers’ perceptions of their Boomer managers, they stereotype the boomer manager as typical administrators, someone who manages from his or her office. This might be the reason why the X-ers think their Boomers managers are not good team players. Then, Boomer managers are too financially driven and they cut too many budget in order to reach minimum budget. Essentially, the Generation X see Boomers Managers as being out of date who still think that the rules and principle worked in the last century are still likely to work because they fear change. 3. 0 Leadership Styles for Different Generational Groups With alarming retirements of Baby Boomers, it will be increasingly important for organizations to attract and retain quality employees. In order to do so, we will need to develop new standards of human resource management in order to successfully connect with a multi-generational workforce. Workplace policies and leadership approaches may need to become flexible in addressing issues related to inclusiveness, recognition and alignment of generational values of workers in order to create greater work-life balance (Deloitte, 2006). Bridging the generation gap requires acknowledging that everyone is different. Generational differences are likely to be a source of frustration for leaders if they see those differences as potential problem areas (Lancester and Stillman, 2002). That is why if the leaders learn to appreciate those differences by focusing on positive attributes and take time to consider the strengths each co-worker brings to the workplace, they are likely to manage those differences effectively. So, every organizations should develop strategies that can be employed by the Baby Boomers and Generation X-ers to build better working relationships with each other ( Stencel, 2001). Also with Generation Y-ers. Although Generation Y-ers workers are only just entering the workplace and therefore their influence at this time is still emerging. Successful leaders are said to be able to adapt their leadership style to meet subordinates’ needs and particular situation (Huichun Miller, 2005). Since a large proportion of the workforce is under the age of 35 in today’s workforce, and today’s Generation X are strongly aware of changes in the labour market, their values and attitudes are often a reflection of their living environment. They look for opportunities and eager to improve their work skills compared to pervious generations. Those characteristic require different leadership styles than people from other generations with less education and skill (Tulgan, 1996) . Baby boomers were oriented into workplaces when corporate loyalty was highly valued and they expected long careers in the one organization. Then again, the generation X argued as being more resourceful, individualistic and irreverent than the Baby Boomers. In the workplace they aware of their rights and skill and less concerned with long term career goals and loyalty. They are easier to recruit but harder to retain in the organization (Huichun Miller, 2005). Whereas Generation Y, now just entering the workforce and they are technically skilled at a young age and IT aware. They are more individualistic than the X-ers, are comfortable at being a member of the global village and are very idealistic (Tulgan, 1996). So, knowledge workers see themselves more as ‘associates’ of the organization rather than ‘employees’. Thus, knowledge workers need to work in partnership more with their leaders rather than be managed by them. These characteristics will have implications for how leaders can influence these workers. Then, this emphasis changed to collaborative leadership. As a result, due to the shifting nature of the job/task itself and the changing nature of subordinate characteristics and behavior. Leadership styles have also had to make changes. Some experts recommend a task-oriented leadership style is more suitable to manage Baby Boomers and for Generation X, a relationship oriented leadership style is most appropriate (Mcgregor, 1996). This has demonstrated the changes reflected in organizations and how leadership styles have had to adapt to these changes in order to meet the emerging aspirations of different generational workers. It seems likely that a leader’s style is directly influenced by the work characteristics of the employees being managed. As shown in Table 3. TABLE 3 Leadership style preferences of the 3 generations (Warner. J Sandberg. A, 2010) 4. 0 Recommendation A key to bridging the generation gap is the ability of leaders to create a supportive work environment for an increasingly diverse population of worker. Leaders need to understand that everyone has something good to offer and they may bring something better to the table if they are given a chance. That is why if the leaders learn to appreciate those differences by focusing on positive attributes, they are likely to manage those differences and create a positive work environment. A useful leadership tools capable stimulating this situation might be Appreciation Inquiry. It offers a new way of dealing with organization development and human resource management by nurturing positive employee centered dialogue over deficit based thinking and problem solving processes. It benefits an organization by bridging the generation gap and facilitating the organizational goal and human needs within the organization. Application of the principles of positive inquiry may lower the tensions caused by the divergent generational interests that can result in political infighting, formation of power alliances and increased turnover. Studies suggest that increasing contact and building up a close relationship between members of opposite groups can result in decreased tension between group members, increased the liking for those members and generalize to more positive attitudes and evaluations of the group as a whole (Desforges et al. , 1991). Additionally, knowing that an in group member has a member of the other group as a friend reduces negative feelings towards that group and leads to more positive intergroup attitudes (Wright et al. , 1997). Creating cooperative interaction with members of other generations requires going out and interacting with people from different generations. Organizations need to find ways or create events that will enable employees to interact with each other. Generational integration in the workplace is likely to be mutually beneficial for both the organization and employees if it handled accordingly. This is likely to make the workplace a fun environment for employees, and likely to result in increased productivity, better employee retention and attraction of better employees. Conclusions The biggest danger might be the impact that emotionally unintelligent managers are having on the younger generations as a result of their reactions and judgements. Generation X and Generation Y employees leave managers and not organizations and manager inability to deal with the frustration that comes with managing the younger generation result in lost productivity, conflict in the workplace and increased turnover. Avoiding the trap of understanding generational differences cannot be overstated. It is critical for to know the new generation, connect with their preferred style and expectations. While entering into the situation, understanding expectations and what emotion is driving their behavior is far more productive as oppose to jumping to a judgment based on a stereotype and style differences. It is important to take time and built the trusting relationship where each generation brings ahead their potentials and works towards the common goal. The leaders should recognize the different work characteristics between generational groups and apply leadership styles that will positively contribute to employee motivation. Changes to job design, the system of rewards, and organization structure might also result. Management decisions based on valid models of employee characteristics are much more likely achieve success than those based on wrong or inappropriate assumptions (Stone, 1998). Literature indicated that Baby Boomers tend to be more loyal to employers and wiling to accept a ‘chain of command’ leadership style. Accordingly, a task-oriented leadership style is more acceptable to Baby boomers. On the other hand, X-ers seek their own power and voices and see authority as unreasonable toughness. They prefer their employer to treat them more as partner rather than a worker. Accordingly, Generation X and Generation Y prefer to be managed under a relationship-oriented leadership style.