Generation Z versus Zillennial: Deliberating the Reflexive Leadership Context within the Organizational Transformation of Saudi Arabia

The Vision 2030-driven transformation of Saudi Arabia places unique challenges upon organizational structures and leadership, particularly for generational relationships in the workplace. This study review addresses the context of professional profiles of Generation Z (Gen Z) and the Zillennials in Saudi Arabia, and the extent to which they influence organizational transformation in pursuit of national goals. The generations, which are known for their technological acumen, innovation, and emphasis on diversity and inclusiveness, present both challenges and opportunities to organizational leadership. Therefore, the purpose of this study review is to ascertain the extent to which Gen Z and Zillennials are leading organizational transformation, their expected organizational cultures, and how these trends will potentially shape Saudi Arabian organizations. Through a qualitative synthesis of literature and case studies, the study explores the influence of Gen Z and Zillennial values and work ethic in the organization, emphasizing the transforming business landscape in the Saudi Arabian context. By studying evidence utilizing scientific methods that include document analysis and interviewing executives of transforming organizations, such as healthcare and technology, which are heavily influenced by the country's Vision 2030, it is possible to gain an insider perspective on the extent to which the new generation is reshaping the business context. The study review found that while strong evidence regarding generational differences is not available, emerging evidence shows that differences between generations have a significant influence in spheres like organizational design, marketing, branding, and corporate culture. As a result, the study review shows that Gen Z and Zillennials appreciate inclusive cultures, adaptive work settings, and technological integration. However, while their technological prowess and innovation affinity drive performance, conflict with older generations, particularly Generation X and Baby Boomer colleagues, can create misunderstandings around work ethos and leadership. This intergenerational conflict illustrates the need for leadership and mentoring styles to have organizational flexibility. The study review further indicates the need to understand generational fluidity and intersectionality because there is tremendous variation in professional behavior depending on regional and cultural factors. The study review reinforces that developing the leadership of Zillennials, through targeted mentorship and generational collaboration, is crucial to realizing Saudi Vision 2030 strategic objectives. Organizations can tap into the talent of older and younger employees and drive effective national and business transformation agendas by creating an enabling environment that encourages collaboration among different generations. The study implies that an adapted strategy to manage generational diversity will be essential to shaping the future of work in Saudi Arabia.