Exploring Millennial Leadership Development: An Evidence Assessment of Information Communication Technology and Reverse Mentoring Competencies

Alissa E. Harrison


An essential element of a firm’s competitiveness is the ability to attract, retain, and develop high potential employees. To build organizations that promote innovative leadership, development requires forward-thinking direction from the upper-most levels of organization management. Currently, many executives adhere to a traditional model when developing leaders who serve the organization’s goals. A systematic review of empirical studies was conducted to address the question, how can managers use innovator competencies to affect developing innovative millennial leaders? Rapid evidence assessment offered a methodology for gathering and assessing evidence to determine the need for future research. Eleven primary studies were identified and a systematic review suggests that information computer technology and reverse mentoring promote horizontal competency development. The research also indicates that information computer technology and reverse mentoring encourage vertical or stages of leadership competency development that influence innovation. Findings from the systematic review suggest that generational characteristics are associated with information computer technology and reverse mentoring. In combining core competency theory with generational cohort theory, this study offers insights for organizational leaders in developing future innovator workforce leaders. Information computer technology and reverse mentoring for millennials in today’s competitive organizational environment could serve to bridge the gap between needed leadership competencies and building needed innovator skills in the millennial cohort. This review contributes to theory by extending the understanding of organizational innovation through developing millennial leader competencies. Future research should investigate how other competencies might factor into the position organizations take in the development of a more strategic and innovative workforce.

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DOI: https://doi.org/10.5296/csbm.v4i1.10615


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