Copyright © 2018 by authors and IBII. This work is licensed under the Creative Commons Attribution International License (CC BY 4.0). Journal of Management Science and Business Intelligence, 2018, 3–2 December. 2018, pages 50-52 doi: 10.5281/zenodo.1495541 http://www.ibii-us.org/Journals/JMSBI/ ISBN 2472-9264 (Online), 2472-9256 (Print) Short Communication Millennial Leadership Expectations, Shared Leadership, and the Future of Organizations Jim A. McCleskey * Western Governors University, College of Business, Salt Lake City Utah, USA *Email: jim.mccleskey@hotmail.com Received on June 03, 2018; revised on October 02, 2018; published on November 24, 2018 Abstract Generational diversity is the new normal in most organizations. Millennials now make up the majority of the US workforce. As Baby Boomers enter retirement and Millennials enter leadership positions, the paradigms and models of leadership must be reexamined, and possibly swept away. Shared Leadership may hold a prominent position in the organization of the near future based on observations about Millennials leadership preferences. Keywords: Millennials, Leadership, Shared Leadership Millennials Leadership Expectations, Shared Leader- ship, and the Future of Organizations Generational diversity is the new normal in most organizations. Millennials now make up the majority of the US workforce (Brownstone, 2014). As baby boomers enter retirement and Millennials enter leadership positions, the paradigms and mod- els of leadership must be reexamined, and possibly swept away. A recent article by Anderson, Baur, Griffith, and Buckley (2017) addresses the need to reexamine leadership theories in light of the differences between Millennials and other generational cohorts (Boomers and Xers). These differences include an in- creased desire for work-life balance (Twenge 2010; Twenge & Kasser, 2015), a pref- erence for higher levels of manager support and feedback (Ng, Schweitzer, & Lyons, 2010), and a stronger relationship between job satisfaction and turnover (Lu & Gur- soy, 2013). Anderson et al. go on to examine specific conventional leadership theo- ries given these differences and to present a series of propositions based on their analysis (2017). They delve into Transformational leadership, Authentic leadership, Ethical leadership, Leader-member exchange, and Information processing; however, they did not examine Shared Leadership. In this new diverse organizational environment, Shared Leadership Theory appears ripe for a renaissance. Leadership is shared in teams where any member can step into a leadership role, provided that she sees a need and believes she is competent, and can call attention to that need and enact the role of team leader (Bass, 2008). Shared leadership is closely related to, and sometimes viewed as synonymous with Distributed Leadership although each enjoys a distinct history in the literature (Burke, Diaz Granados, & Salas, 2011). First, let us examine the theoretical discus- sion around Millennial Leadership and then we can return to the implications of Shared Leadership Theory. Millennial Leadership Preferences Using the framework presented by Anderson et al. (2017) and placing their observa- tions against the backdrop of theoretical conception of shared leadership, a model of leadership emerges with potential to assist the organization of the near future. The model includes:  less emphasis on transformational leadership behaviors,  a keener awareness of extrinsic rewards and early advancement,  an increased awareness of the needs of individualistic workers,  a greater emphasis on alternative work settings,  a decreased reliance on the centrality of work,  an admission of the difficulty around motivating followers who share different leadership attributions,  a focus on high tech collaboration and communication rather than high quality exchange relationships,  a strong preference for work-life balance,  an acceptance of value incongruence in important areas including work ethic, intrinsic outcomes, and moral intensity,  a willingness to redefine the relationship between supervisor and em- ployee and the nature of work,  a preference for highly social and connected interactions in the work- place, and