An Exploration of Organizational Commitment among Generation X Leaders

This qualitative phenomenological study provided an exploration of the lived experience of organizational commitment among generation X leaders. The study used a modified van Kaam approach to explore the participant’s responses to the interview questions. The research study utilized the Meyer and Allen (1991) three-component model of organizational commitment as the construct for organizational commitment in the exploration of the lived experiences of generation X (Gen Xers) leaders. The current literature suggests that Gen Xers are perceived to be self-reliant, independent, like informality, are non-traditional about time and space and want to have balance in their work and personal lives. The findings of the study revealed that the participants noted the factors of having and maintaining relationships was critical, tenure at an organization is not important as much as having the right opportunity and feeling connected to the organization, and having the opportunity to work in an organization that has a culture or environment that is flexible in its management style, supports work life balance, and fosters employee development. The findings relate to the components of the Meyer & Allen model of organizational commitment, and given the size of the generation X population, their current and future status as organizational leaders, the findings can be used by organizational leaders to develop human resource policies, programs and strategies that influence tenure and organizational costs