As millennial workers enter and dominate the global workforce by 2025, understanding their leadership styles is vital to bring about higher level of performance and productivity in the workplace. The Millennials, the next generation of leaders, are entering the workforce and assuming leadership positions in a relatively short period. More often, they found themselves leading employees that are older than themselves and yet their leadership traits and styles are not fully understood. The study explores factors affecting leadership styles of millennial managers and how they are manifested and applied in managing and resolving conflict involving older subordinates. Using a qualitative approach, it employs interviews, participant observation, and prolonged engagement with four millennial managers from the National Food Authority in the Philippines as they lead, manage, and interact with their older staff. Data collected were triangulated by document analysis and interview of the millennial managers’ subordinates themselves. The results of the study show that the participants’ leadership competencies are in the early stages of development. The participants consider building good impression and rapport highlighting the importance of soft skills in leadership, strong sense of respect, reverse mentoring, delegation of tasks, and the ability to handle expectations and performance as factors in managing older employees. This study draws the attention to examining the leadership attributes and potentials of Filipino millennial managers in the context of Philippine workplace culture using insights from Public Administration, Social Sciences, and Psychology.

The major objective of the paper is to determine the existence of workplace bullying in selected health care organizations in the Philippines. The approach used in the study is a mixture of qualitative and quantitative research methods. The findings show that a median range of score on six factors to workplace bullying was established. Results also found that: no significant relationship exists between demographic profile of participants and their diagnosis of workplace bullying. The statistical treatment of t-test proved that there is no significant difference between the mean scores of the two groups as shown by a t-value of 2.02 in a two tailed test. The overall bullying prevalence scale is moderate as determined by individual responses of the participants. Human resource officers and organizational leaders may find the study useful in designing program intervention against workplace bullying. The implication of the study is the need for intervention program to prevent workplace bullying and revisit certain areas and policies where the degree of risk for frustration and dissents among medical personnel is high. The hospital managers must consider periodic review of personnel behaviour and policies as well as regular observation on bullying factors present in the organization to prevent its emergence. The study established the need to prevent bullying at its early stage to save organizational resources from wastage arising from workplace aggressive behavior.

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