This paper aims to examine Latin American Millennials perception of themselves in their leadership positions and whether these characteristics are consistent with those displayed by Millennial leaders from other cultural contexts. This study contributes to the understanding of this population overall and in different cultural contexts, building on how this cohort can be beneficial to organizations as leaders. An exploratory qualitative research approach was followed to conduct this study, the data was collected through in-depth interviews of 20 Latin American Millennials holding leadership positions, coming from different countries in the region including Belize, Dominican Republic, Colombia, Guatemala, El Salvador, Costa Rica, Honduras, Mexico, and Peru. The results of this study provide a unique perspective of Millennials as leaders. Even though some of the characteristics of this cohort are confirmed, others seem to divert from literature and other cultural contexts across the four major categories of communication, decision making, relationship and motivation, this is due to their position as leaders and the responsibilities associated with managing. These traits displayed by Latin American Millennial leaders if not considered in the workplace can hinder their ability to effectively operate in their role and limit their development in terms of efficiency and innovation resulting in higher turnover rates. Organizations and HR practitioners are advised to allow Millennials to develop their skills and preferred structures and find a balance with organizational procedures for them to thrive in the workplace. Finally, the study concludes with suggestions for future research.

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