PROFESSIONALISM AND BUSINESS ATTIRE: THE IMPACT OF GENERATIONAL PREFERENCES, CULTURAL TRENDS, AND WORKPLACE EXPECTATIONS

Abstract

Business attire is an essential aspect of personal branding as well as corporate branding activities. Fashion, cultural trends, and workplace expectations play critical roles in determining acceptable work attire. Corporations even use their definitions of work attire in their advertising activities as a part of identity development. Examples include State Farm Insurance, Progressive, and Enterprise Rent a Car. Observations during career development activities at multiple universities revealed that Millennials might have a different interpretation of professional attire. The literature review indicated a gap regarding how perceptions change from generation to generation related to this topic. This paper used the Grounded Theory methodology to investigate the factors that may influence the definition of professional attire among three generational groups, including early career, mid-career, and retired professionals. Further research implications are presented in this paper.

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ABSTRACT

Business attire is an essential aspect of personal branding as well as corporate branding activities. Fashion, cultural trends, and workplace expectations play critical roles in determining acceptable work attire. Corporations even use their definitions of work attire in their advertising activities as a part of identity development. Examples include State Farm Insurance, Progressive, and Enterprise Rent a Car. Observations during career development activities at multiple universities revealed that Millennials might have a different interpretation of professional attire.

The literature review indicated a gap regarding how perceptions change from generation to generation related to this topic. This paper used the Grounded Theory methodology to investigate the factors that may influence the definition of professional attire among three generational groups, including early career, mid-career, and retired professionals. Further research implications are presented in this paper.

INTRODUCTION

Fashion is continuously changing. Whether because of the change of the seasons, a cultural shift, or various contexts of daily life, the clothes people choose to wear may vary widely and often change (Cain, 2018). While this is quite evident by observing passersby or glancing around the office, this is even more noticeable when considering how dramatically some trends in fashion and dressing habits have changed. It is almost comical to look back at old photos, historical accounts, and other photographic evidence revealing some of the more questionable fashion choices made over the years (Woolf, 2015). Almost every aspect of life is in some way influenced by fashion, for better or for worse.

The workplace is a location this change in cultural preferences is observed. Because of the ever-changing nature of the fashion industry, professional attire, too, has seen countless redefinitions regarding what is considered acceptable for office wear (Woolf, 2015). A changing definition of professionalism implies that the well-intended advice to "dress for success" can be difficult to measure over time (Ruetzler et al., 2012). Questions of what can be considered "professional" and by whom have increasingly arisen as overall trends continue to shift away from a uniform and towards casualness.

This blurred line is further clouded by the varying views of different generational groups. The current workforce consists of more generations and more significant age differences than any in history. This age difference is evident in different skill sets, psychological traits, and attitudes (Twenge & Campbell, 2008). The distinct experiences of each generation are in many ways reflected in their choices while on the job, specifically concerning clothing expectations and dress codes. While generation is a major factor to consider in this respect, when combined with other environmental and personal factors that affect these decisions, it poses a problem for managers across industries. They are facing difficulties in knowing what should be expected of employees, how to communicate those expectations, and how to balance the conflicting emphases between conservatism and trendiness at hand (Ruetzler et al., 2012).

This study evaluated how the definition of professionalism and overall expectations of workplace fashion have changed as new generations are entering the workforce. Furthermore, this study was intended to better understand the best practices for management professionals trying to balance or shift their outlook on office dress code. However, before dissecting how various industry groups and generational segments perceive professional attire trends based on qualitative research, it is vital to study the history of these trends as well as the different social theories that pertain to them. Also necessary is the extent to which they may or may not affect how these perceptions have formed.

LITERATURE REVIEW

Historical Development

Since the 1950s, the style has become progressively less conservative and formal, and the world of business and professionalism has experienced the same shift (Cain, 2018). Recent trends in fashion and workplace expectations reveal that the definition of "formality" and "professional" have changed due to multiple factors. Men in the professional world have seen shifts from loose-fitted suits to skinnier and slimmer fits year after year. As women have entered the workforce, they too have seen not only an increase in their power and responsibility but also a decrease in the necessity for their attire to consist of stockings and ensembles (Woolf, 2015). Women, in particular, have at length juggled fitting femininity with a male-dominated industry, from sporting tall heels to make up for height differences to wearing pantsuits to blend into the crowd. However, women have seen their fashion standards progress with the rise of the feminist movement. As straight seams became less of a priority, statement pieces became the goal.

Decades passed as "groovy" styles and long hair became acceptable, and then not acceptable, and then acceptable again. Collars loosened at the influence of cultural icons, and workplace fashion shifted toward the "every day." It is inevitable that the definition of "business professional" will constantly change with the culture and times. Because of the ever-changing nature of this definition, different generations have opposing interpretations of professional clothing. These differences in interpretation are causing issues in managing a diverse workforce (Twenge & Campbell, 2008). This is particularly true when looking at the changes associated with one of the younger segments, Generation Y, more commonly known as Millennials. They have brought about the need to address how managers should not only discern what specific factors are affecting their workforce but also how to create and enforce dress codes that balance the trendy with the professional based on the beliefs of the younger generations.

Millennials

While "professional dress" has been identified as necessary to many individuals in stages of employment and career (Ruetzler et al., 2012), the definition of what classifies as "professional" not only varies throughout history but also between current generations in the workforce. Values, particularly among Millennials and Generation Z who are entering the workforce and just beginning their careers, are not only significantly different from the generations before them, but are also increasingly important in terms of making effective management decisions (Twenge & Campbell, 2008). Previous research reports that trendiness and its effects on nonconformity are generational (Ruetzler et al., 2012). Managers can expect Millennials and subsequent generations to challenge the norms, normalize more casual dress expectations, and push the limits on creativity (Twenge & Campbell, 2008).

It is important to note that culture often influences the preferences of Millennials and Generation Z (Johansson & Winroth, 2017). Growing trends in sustainability, growing gaps between intentions and behaviors, and overall sporadic responses to cultural shifts make the exact demands of these generations complicated to assess (Johansson & Winroth, 2017). Additionally, generational differences have caused a stigma around Millennials and Gen Z, stereotyping these individuals to have lesser respect for authority and therefore less dedication to the seriousness of their work. Few research studies directly address whether or not this attitude has a significant effect on productivity or overall professional output.

Professional dress codes are in place to serve as standards in a company, both for guidelines on what is appropriate and for internal identity and cohesiveness. As trends and perspectives look different across generations, widespread disagreement on those dress codes creates a lack of identity and collective mindset across companies. The current research comparing older generations with the younger is limited but necessary to better understand an era with such strong characteristics of authenticity, fulfillment, high expectations, and narcissism (Twenge & Campbell, 2008). Therefore, the best place to start is to look at different theories that may explain how these differences form.

Fashion and Business Attire

One prominent theory is status signaling based on materialism and appearance (Wang & Wallendorf, 2006). Since it is fairly well established that materialism is a consumer value present in Western culture, this value affects how many consumers evaluate a product purchased. It "is negatively related to product satisfaction in product categories with high potential for status signaling" (Wang & Wallendorf, 2006, p. 503). Signaling, particularly in marketing, refers to the concept that more factors are communicating beyond an initial message (Herbig, 1996). Status signaling is the idea that the clothing people wear in the workplace affects how that person is received, particularly in terms of authority or respectability. This phenomenon occurs in all aspects of marketing. It is just as prevalent in social circles and workplace dynamics, both between employee and employer as well as employee and customer or client (Furnham et al., 2013).

Signaling often leads to status assumptions and judgments. In a world where signaling plays a significant role in consumers' preferences, factors such as brand equity can affect certain styles and the "unobservable quality" of specific brand names (Rao et al., 1999). For example, in the market for athletic attire, brands like Nike may give an athlete more credibility than a lesser-known brand. Similarly, certain brands in professional attire give that same status signal. Thus, this study aimed to discern how each generation determines what brands are signaling professionalism and why.

Additionally, this same effect occurs when celebrities use their status to influence the definition of style (Rao et al., 1999). As early as the 1960s, status icons such as the Kennedy administration greatly affected what men and women would wear at the office (Cain, 2018). Today, industries beyond politics influence professional attire as well, as social media "influencers" and pop culture celebrities venture into this sector of fashion (Cain, 2018).

Another theory to consider is external conformity - the idea that humans are influenced by the choices and actions of those around them (Price & Feick, 1984). Interpersonal sources are often used when consumers are making purchasing decisions. Although there is little precision in knowing to what extent these interpersonal sources affect the decision process, it is also true that this phenomenon is present when making any judgment of a product (Price & Feick, 1984). This means that the perception of attire in the workplace is partly based on how individuals predict others will respond to a specific style or trend (Reutzler et al., 2012). While consumer susceptibility to this outside pressure to conform can vary across individuals, it is generally found in all organizations. Bearden et al. (1989) defined this theory as:

the need to identify with or enhance one's image in the opinion of significant others through the acquisition and use of products and brands, the willingness to conform to the expectations of others regarding purchase decisions, and the tendency to learn about products and services by observing others or seeking information from others (p. 474).

In the workplace, expectations of others, particularly those of superiors, peers, and subordinates, play a significant role in everyday actions. By observing the behavior of other employees, new hires determine the attitudes and routines, and approval of others affects confidence in one's working ability Bearden et al. (1989). In terms of fashion and professionalism, one can then assume that these are directly affected by workgroup influencing too.

This study aimed to advance the body of knowledge on factors that influence professional attire preferences across generations and how those factors affect the workplace. Additionally, through qualitative research, this study revealed some practical ways for managers to understand each generation better, and how to best respond to the differing generational perspectives within organizations.

METHOD

Grounded Theory

Qualitative research is deemed the most appropriate method for the question at hand. Grounded theory methodology encourages researchers to collect critically analyze data, recognize any potential tendencies for bias, and consider the findings as a whole (Corbin & Strauss, 2008). By conducting interviews with three distinct groups of subjects that represent the various generations that the researchers are hoping to analyze, the findings use comparative thinking to evaluate the different traits of the responses and discern any similarities and differences. Three groups are separated based on ranges of work experience reflecting generational differences between them: (near retirement, representing the Baby Boomers, mid-career, representing Generation X, and early career, representing both some Generation X and Generation Y). These three groups simplified the much more complex distinctions between generational workers for this study. Since this research aimed to determine the perceptions across generational groups, as shown through previous research formatted and conducted similarly, a qualitative research method is most applicable (Johansson & Winroth, 2017).

As previously mentioned, the primary data collection method was an electronically conducted interview. Collecting data in this manner assisted both in overcoming geographic barriers to best reach the demographic groups being targeted and in gathering information in a way that is convenient and accessible to those in the professional environment that this research question addresses. A discussion guide was used to control the flow of interviews and explore various dimensions of the research question. The descriptions used in this interview were selectively chosen to allow respondents to use words and phrases that may align with their generational group's expectations that led to the interpretation of the abstract ideas at the basis of their responses (Corbin & Strauss, 2008).

This investigation structure also included conceptual ordering, as Corbin & Strauss (2008) described. The data was organized into discrete categories based on specific properties, and the relationships among those categories were explained. As noted in the discussion of the findings, this ordering was used in the interviews to reveal perspectives, stages of thinking, and specific actions amongst the respondents (Corbin & Strauss, 2008). Upon completed evaluation of the interview data, potential theorizing and suggestions for continued research can take place in a substantive way (Corbin & Strauss, 2008).

The interview questions were crafted partially to address initial theories and ideas about how each generation would respond and left ample room for new perspectives to arise. The format was made to reflect best a well-rounded collection of questions, including sensitizing, theoretical, practical, structural, and guiding questions (Corbin & Strauss, 2008). Looking past the structure, the evaluation of this qualitative research process as a whole is grounded in the necessary criteria for research conducted in this way (Corbin & Strauss, 2008).

Recruitment of Participants

The research required participants from multiple generational groups. The career readiness program of a public university in Tennessee was used to recruit individuals that fit the criteria of each group. Participants were reached through email communications and connections sustained through LinkedIn, and preliminary groups of five to six members each were organized into one of three categories: (1) Millennials and Gen Z who are starting their career with some work experience, (2) Gen X who are currently mid-career, and (3) Baby Boomers who are nearing retirement or recently retired. Participants consisted of differing ages, genders, and industries, with the main differences being years of work experience reflecting these generational differences. This population is justifiable due to the scope of the research and the necessity of compiling information from various generations. The insight gained from each group illustrates overall perceptions of professionalism.

The only selection criteria for the study was the willingness to participate and the availability of experience. None were excluded from this study unless work experience was deemed inappropriate or availability did not coordinate with the project's timeline. The primary researcher decided to include or exclude participants, justified by the research objective of finding an accurate definition for a generational and work-related phenomenon.

Non-random selection was used to ensure proper representation for each generation needed; participants were chosen randomly. The study was entirely voluntary, communicated across multiple mediums to participants. Using Blind Carbon Copy via email communication to ask participants to sign up on a Doodle Poll scheduler with anonymity settings ensured this, allowing individuals not to be identified should they have chosen not to participate.

Initially, five to six respondents were recruited at the beginning of the study. Unfortunately, some preferred not to contribute due to personal restrictions stemming from Covid-19. As a result, the study had three retired, three mid-career, and two early-career respondents. The researchers started the data analysis as suggested by Corbin & Strauss (2008). Once eight interviews were conducted, researchers realized that each category was saturated. So, search for new respondents halted as the theoretical saturation reached where no new properties, dimensions, or relationships emerged during the analysis. All respondents were given pseudonyms to ensure their anonymity. Characteristics of each individual are revealed in the findings section in detail.

FINDINGS

The following findings were organized based on how closely participant responses aligned with the abovementioned theories and new theories that were not initially outlined in the planning period. Additionally, insights were drawn based on the discussion guide that organized each interview. Many trends and observations have overlapping themes and are best when viewed together. Following this outline of findings is a further discussion on what theories researchers predict may affect professional dress choices.

Fashion and Business Attire Trends

One of the first points used to determine participants' perspectives on fashion in the business setting was understanding the qualities of fashion trends that resonate most with each group. Each interview began with a prompt for participants to provide personal accounts of fashion preferences. Figure 1.1 notes how each individual expressed openness to these trends compared to how closely their industry is typically exposed to these trends.

There was a distinct difference in responses from each generational group regarding the trends liked most. The retired professionals often reported that their preferences fall on the conservative side of fashion. Although they did not always claim that newer, less-conservative trends affected one's ability to be professional, they quickly pointed out aspects of the trends they disliked more than what they did like. More often than not, these individuals compared their style preferences to what many of them referred to as "church attire." This frame of reference reflects on a common stereotype within the "Bible Belt" region where many participants reside. One retired female respondent gave the following testament:

"I don't agree in going to church and seeing people in warm-up suits. You know, if you're in God's house, you should dress appropriately. You know, and you only have one time to make a first impression. So you might as well, you know, make that impression in, you know, nice clothes. "

A male retiree also had a similar response to the idea of church attire being its own category. However, he made a point that even his conservative tendencies have slacked off a bit in that regard:

"Well, being in my mid-eighties, I'm really not plugged into some of the new fashions that I'm still kind of a conservative dresser. Although I've thrown away my ties. I don't wear them to church anymore much and to funerals, well, when we were able to have them."

It seems that many Baby Boomers were more likely to note trends they did not like rather than elaborate on the trends they enjoyed or saw as appropriate. One respondent told a story on a particular experience when he changed his job location. He said:

"One of the problems I had with the contact people, who were 100% casual with another company I was with, they were already there when I started. Salespeople, I went down to Tampa, and we lived down there a while, and some of the contact people wore their shirts outside, and it wasn't one of those designed for it. It had a scalloped bottom or whatever instead of a flat one. And I just couldn't handle that."

In addition to being asked about their general preferences, individuals were asked about what factors they believe influence daily choices for choosing their work attire in the hopes of obtaining a more accurate depiction of what the actual behaviors were in terms of professional dress. "Well, it was pretty much dictated what we could wear and what we could not wear," claimed one respondent in the retired classification. It seems for this generation, fashion was and remains less about choice and more about what is expected or asked of you. Another respondent noted that men like himself who saw themselves as a "breadwinner" of the family needed to dress in a way that reflected that and showed people around him that he was fulfilling this role. These responses can be aggregated to imply those dress choices were made out of an equal influence of respect to societal norms and the impression one wanted to have on those around them.

Sam, another retiree, gave this insight to her opinion on some trends:

Interviewer: What are some recent trends in fashion that you as an individual like the most?

Sam: Oh my gosh. I think the more conservative trend; I do like the big tops and the, I'm going to say, trim pants. I'm not gonna say leggings, because not everyone, I think should wear those kinds of clothes. But I do like the oversized tops with the slim bottoms.

Individuals interviewed in the middle or peak of their career actually had similar perspectives on dress choices reflecting one's ability to work hard and respect others. However, this experienced Generation X seemed more willing to dive deeper into specific trends and new styles that they did enjoy. Of particular interest was that even when individuals noted different trends they liked or changes in the overall world of professional fashion, most individuals claimed that their styles did not change. Mary, who noted that conservative styles and trends were what she consistently chose throughout her career, also had this to say about her individual choices:

Interviewer: Would you say there's a lot of color in your outfits? Or do you keep it pretty navy, white, blacks?

Mary: No, there's still, there's still a fair amount of color. My staples are black slacks, and I have a couple of black blazers. But almost always, I have, even with the grays and the whites that you know, for my tops. I love scarves. And so I'll throw some color in with that.

Interviewer: I like that. Do you think that your choices like that and just your style at the workplace, in general, have changed a lot over the years compared to when you first entered the workforce?

Mary: Um, no, not a lot. Not a lot. Pretty stable.

Another participant in this group, Carly, leans more on the more experienced end of this demographic group but works alongside many early-career professionals. She also had a fascinating insight into this "difficult question." She shared:

"You know your belt, your shoes, your earring, your necklace, your purse all matched through the 70s and 80s and didn't start to change really until maybe the late 80s early 90s. Women started wearing pants, and men started wearing sports coats with blue jeans. So when I go shopping now, asking about trends now, it is very difficult to find tailored blouses with collars and long sleeves that you can either cuff up over your sweater your blazer, you know, because I'm stuck with a look, not only from my upbringing, that's my professional life as well. And so for me, tailored, decent, not form-fitting, not holes. I hate blue jeans with holes, and I, how do I, you know, I'm being phased out. I'm not relevant to current trends. But I also think that the current trends kind of speak to a lot of values that I grew up with that are being lost. And so my stores would be the tailored stores like Ann Taylor or Loft or, you know, higher-end, Macy's, Dillards. I can't; I cannot usually find anything at trendy stores if I can't find clothing that still fits that model. I don't buy trendy clothing. "

Based on both of these perspectives, it appears that, to a certain extent, this middle group feels trapped quite literally in the middle of the current fashion trends. They are holding on to their values. Yet, their individual preferences are limited by their professional environment or the fashion industry's shift in standards. Suppose fashion stores are moving more toward targeting the younger demographic than this generation. In that case, they must choose between conforming to the standards set above them or by the new changes inspired below them.

Finally, in terms of business and fashion attire, the younger segment of the workforce, a mix of Millennials and Gen Z, provided fascinating responses when asked about fashion trends in professional clothing. It was clear from the responses received that this generation takes the most creative approach to attire. When asked what trends they like, this group elaborated on specific pieces more than any other, emphasizing how they keep track of trends and experiment with them. For example:

Interviewer: So, just in general, what are some recent trends in fashion that you, as an individual, like the most?

Rebekah: Trends in fashion regarding professional dress, or just?

Interviewer: Either way

Rebekah: I love animal print. The blazers, This is professional dress related, but the blazers that are kind of like longer they don't have they're not the ones with the buttons. I like the simple. Yeah, I love those. And then I'm trying to think I really tend to go towards more dresses than I do like pants and tops for professional dress. And then I always love patterns, especially floral.

Another respondent in this generation took this elaboration one step further, making sure they are following trends without losing one's individuality. This theme was evident throughout her interview. For example:

Interviewer: So, just in general, what are some recent fashion trends that you like the most or that stand out to you?

Leah: So, one trend that I've seen is like the booties, you know big chunky heels or heels like having more out there styles with it. So like, you know, like snakeskin, polka dots, white, like completely white boots. I love things like that. With like, flowy skirts too like, I think that's really cute. I think right now, it's starting to get into more because I feel like for a while, I've kind of gone down from like crazy like you know, fun colors, patterns to like basics. And now it's like getting back to more like you know, have fun with your wardrobe have that statement color. I really like that.

Interviewer: Do you have that kind of stuff? Like, do you have booties andflowy skirts?

Leah: Yes. Yeah, I do. And I think I wouldn't say I'm like a trendy person, but I feel like whenever things are trendy, I like to have a couple of them in my wardrobe, but not be like that every time something goes, you know, viral or something. Everyone has it; then immediately, I have to have it. I'm not like that. It's just the more I see something, the more I kind of well; it depends on what it is. [For] example, so white tennis shoes. For years, I'd always seen people with those like white Converse tennis shoes, like you know the high tops like shorts. Whatever those styles, I love them. But I was thinking I was like, Well, everyone has those, that's one thing. I feel like at this point if I get them, I'm just going with the trend like I'm not I'm not really wanting them because they're cute. I want them because everyone else has them because I see them everywhere.

The above script provides exciting insight into this group's value of being trendy but not so mainstream that an individual looks utterly identical to others in their age group. This presents a possibility of "hipster" culture, following trends outside of the cultural mainstream, into the business realm.

As a whole, the findings address fashion and business trends in terms of how much attention each generational group pays to the messages from the fashion industry. Younger generations undoubtedly reveal a much greater emphasis on fashion culture, while the older generations are worried less about their individuality and more about their consistency. Additionally, this group also seemed less concerned with their own choices and more concerned about whether those around them, including the fashion retailers themselves, were meeting the same standards as them. The other segment, made up of middle-career individuals, is torn between the two mindsets, enjoying the change to a certain extent but recognizing the importance of respect and awareness.

External Conformity

The most significant indicator of fashion choice found throughout each interview conducted was external conformity. To a certain degree, each individual made dress choices or observations based on the opinions or decisions of those around them, particularly an organization's client base. Those retired or near retirement recalled examples of interactions with clients that were greatly influenced by the anticipated reactions professional attire would invoke. Jack, a member of this generation who spent part of his career working as a contractor, made comments that showed he identified with the feelings associated with this theory. He said:

"If I'm dealing with a client, I wanted that client to be comfortable, in the way they were looking at me, and to believe that I was professional because I was asking them to treat me as a professional, not as a contractor. And I wanted them to treat me with the same deferential treatment as they would an architect. Architects, for some reason, are given a much more professional reputation than contractors are. Because most of the architects you know dress differently than most contractors you know, and so owners tend to treat them different, bankers tend to treat them differently. They have an expanded higher education; they've got an advanced degree beyond just a bachelor's. And so, I think they garner more or more respect. "

This theme was indirectly apparent throughout each age group. However, it was mildly experienced in the mid-career group, as they feel external conformity in meeting expectations and keeping standards. As Carly noted:

"It was part of the era; it was part of the professional world. It was the corporate expectation. I mean, you know, IBM kind of set that standard back in the 70s when you worked for a company that had any kind of business presence, that business presence was reflected in business attire. And business attire was pretty much set by the IBM's of that time."

Additionally, Perry, another gentleman in this group, made a similar note on dressing to the client's expectation, saying, "I have always tried to dress to the level of my customer, occasion, and purpose of the interaction."

Perhaps the most fascinating comparison in this category was between the responses of retired individuals and the early-career professionals. Both mentioned "unspoken" expectations, in which clothing decisions were made with the thoughts of others in mind. At the same time, the retired individuals noted the necessity of looking like those in authority and dressing in a way that showed team unity and cohesion. Jack noted:

"But if you are all matching, if y'all are dressed the same way, you look more like a team. A team has all the same jerseys on, all the same helmets, all the same pants. Why is that? Because it is a team atmosphere, and they're all one of many."

In contrast, the Gen Z and Millennial groups made choices more to be noticed and expressed desire to stand out professionally. In a way, this group feels the need not to simply blend in but to "prove themselves." Leah shared her thought process:

"Do I want to be more impressive, especially with like me being the younger person in the office for the most part? I feel like I can be taken more seriously if I do dress up a little bit. And that way, it's not me coming in, you know, like, this 23-year-old girl in jeans and a sweater talking to like my HR VP. Because I feel like you get as you get older and you progress in your career, you kind of get the luxury of being able to relax a little bit more because people stop taking the outside things and start really looking at your personality and know that they can trust you, you've been there forever, you know, you've been your career for 30 years, whatever. And that you don't really have to prove to them that you know what you're talking about. And I think the outfit, it kind of is the first impression. "

Figure 1.2 depicts each participant in terms of how much they practice external conformity in relation to how much of their influence stems from inner industry forces (i.e., coworkers) compared to outer industry forces (i.e., clients, mentors).

Status Signaling

The theory of status signaling, as predicted, was also an underlying theme throughout the interview process. As previously mentioned, while retired, Jack confessed to dressing in his career so a client would feel comfortable working with him and perceive him as professional and as worthy of their business as someone with a higher degree.

Status signaling can occur in a client-agent relationship and amongst teams and workplaces themselves. Jack also experienced this with intentional status signaling in attire on the job, and he shared this particularly illustrative example:

"So, we get our men to think about their families differently, to think about their customers differently, to think about themselves differently, and then generated a change in the way they dress. And then we put stickers on their helmets on the hard hats. And we put stickers on those when they did something really good, or when they pass a course of certification, we put that on there. So, what would happen is new guys would come to the company, see these guys wearing the white shirts, not the blue shirt, but the white shirts, with the helmets that had all those recognitions on them, and they would say "Who is that? What are all those awards he's got on his helmet?" "He's the field manager, and if you will do what he says, you'll one day have those on your helmet." I'd tell them to stay there, work hard, and maybe their crew will get some recognition for safety, and we put that on everybody's helmet. And then it got to be a pride thing for them. That's not dressing specifically in the way you're talking about. But my point is if you ever heard "dress for success," what people are saying is dress the way you should in a given job. And it will help you to work your way to success; you will begin to think like a successful person, go through the motions of a successful person. And so, the one thing I've said over and over that I learned early in my life was, if you will do the things successful people do, you'll be successful. It's one of those things."

Signaling status to clients was a significant motivator for this group. Peter also noted, "If I had an installer or a cable splicer or something like that, they could wear jeans. Contact people cannot. But I'm talking about the people that met with the customers. They ought to look a little sharper." Jeans, to this group, were undoubtedly unprofessional for people who made contact with clients and customers.

Likewise, status signaling appeared in Carly's stories. However, her experience was primarily rooted in the theory of external conformity and the need to dress that reflected and respected the authority of those she was working with.

"And so depending on where I'm taking those adults - if I'm taking them into, like economic development of industry, I will not wear my finer suit. Okay. But if I'm taking them to the state capitol to meet Governor Lee, I will wear my finer suit...I always tended to be more administrative, more leadership in professional companies or professional career paths. So, I reflected that as well. But certainly, there were counterparts here, secretaries that were not necessarily held to those same standards."

Of the early-career segment, Leah made one interesting note on status signaling. The idea, as she explained, of "settling in" to a level of status is prevalent at her company. Touching on themes of both external conformity and status signaling, she said:

"Okay, if I have a meeting, do I need to wear like something a little bit more business casual? Do I want to be more impressive, especially with like me being the younger person in the office for the most part? I feel like I can be taken more seriously if I do dress up a little bit. And that way, it's not me coming in, you know, like, this 23-year-old girl in jeans and a sweater talking to like my HR VP. Because I feel like you get as you get older and you progress in your career, you kind of get the luxury of being able to relax a little bit more because people stop taking the outside things and start really looking at your personality and know that they can trust you, you've been there forever, you know, you've been your career for 30 years, whatever. And that you don't really have to prove to them that you know what you're talking about. And I think if like the outfit, it kind of is the first impression. So if you're wearing a blazer, it kind of shows that like, you know, in a way, this is kind of like a joke, but like you mean business because you're wearing a blazer."

But, the early career professionals were not the only ones who made this observation. Peter, who is retired, told a similar story from when he first began his career:

"Last year, we had a meeting scheduled with a banker. And he was going to come to our office. I'm in Murfreesboro; this was in Huntsville, Alabama. I was trying to decide how to dress. You know, this guy's president of the bank. He's not some rookie teller; this is the president. And so, I decided that I would just make sure my pants were pressed and my shoes were shined and that sort of thing. And I wore a polo shirt, a golf shirt. Well, I go to the meeting, and he comes out with the son of the mayor who was working at the bank. And they were dressed like I was. No shirt. I mean, no dress shirt, no tie, loafers, that sort of thing. Which, I guess, still kind of surprises me just a little bit. I would just kind of, you know. He dressed a little bit like his customers, I guess. And not many people wore ties anymore, though I'm not sure what that has to do with it all, but maybe there's something to that. It was the first time I'd ever met with the president of the bank to borrow money. I'd met with him for other reasons. But you don't want to make an unfavorable impression, you know. He was dressed like the rest of us. "

From this, it can be deduced that two similar yet conflicting forces are at play: proving your status by dressing more "professional" and the privilege of slacking in "professionalism" based on your position. All ages can likely be exposed to and aware of this. Further research on this phenomenon is suggested.

Rather than signaling only status, Rebekah, early in her career, wants her professional attire to signal confidence in her role. If she can express herself, she feels freer to act professionally and own her role. She states:

"It felt so ugly. I was like, I don't know what I'm doing. I don't know what I'm shopping for. I remember the first blazer I found; it was navy, and I just hated the way I looked in it. I just didn't like it at all. And so, but through the years, like through the jobs that I've been in, I'm thinking back to in high school, at Merle Norman, we had to wear all black all the time. So like, I started to, you know, get more used to looking for that stuff. And then, of course, with being the GA at Student to Career, I really started to find my style, and like, I learned that it doesn't have to be just plain cut black all the time. Like you can still be yourself and have your own style and still dress professionally as well."

Work Environment

In terms of industry and responsibilities, the work environment was also a significant factor for dress decisions for all generations. This aspect seemed to be the most directly addressed for all participants of all the factors at play in influencing what is deemed "professional." The retired generation seemed to have quite the grasp on this, as Jack implied:

"But also playing the role is important; we're all professionals, and that's what you look like, and you can't play that role if you don't look that role. That's why it's important. If you are going to go to an interview at a bank, you won't go looking like I do right now with just a shirt and vest and a pair of slacks. "

Jeans came back into the conversation with Peter, who noted that one's work environment could deem them appropriate. "The last few years...they were having the consideration of wearing jeans. Otherwise, they wore khakis or some kind of work clothes unless they're digging in the mud. Which did happen occasionally."

The statement above from Carly encompasses this theme for her leadership development group:

"And so depending on where I'm taking those adults - if I'm taking them into, like economic development of industry, I will not wear my finer suit. Okay. But if I'm taking them to the state capitol to meet Governor Lee, I will wear my finer suit. "

When asked what factors they deemed essential when picking out their daily work outfits, the other mid-career individuals, Perry and Mary, touched on the influence of their industries' physical demands and infrastructure. Perry, who, while in banking, interacted with professionals across sectors, similar to our retired Jack, said, "Touring a customer's manufacturing plant dressed in a full suit and dress shoes does not work and is dangerous." Mary elaborated:

"Number one is comfort. Because I'm in a manufacturing environment again, I'm often on the floor. And so I'm in the manufacturing arena. And so I want to be able to be comfortable. Shoes are important there. We don't wear heels, and so comfort again is important. Also, select pieces that are easily matched with lots of things."

Early career individuals noted a similar theme; however, they were more open to finding jeans "professional" in settings other than just "digging in the mud." Leah mentioned how different groups themselves and the purposes of their gatherings affect what is deemed appropriate:

"I kind of look and say, okay, you know, am I going to have any meetings with my HR VP's in person, or am I going to be going to any employee engagement group events? We have a couple of different ones. So we have like millennial ones. We have like, Pan-Asian network we have like all across the board. There are all kinds of different groups that have tried to support as many groups as there are. So if there is, I'm going to those like, you know, maybe I might want to dress up more because at work our dress code is the dress for your day. And that means that we can wear jeans. And so my typical outfit would be like jeans and a sweater, but then it kind of goes into Okay, if I have a meeting, do I need to wear something a little bit more business casual? "

Rebekah, a self-employed business owner, confirmed this mindset:

"I guess it really depends on what type of meeting it is. It's just like, once a month, getting together for the client to ask me questions. I'll usually just wear like a simple top and jeans or a top like khaki pants. But if it's like my first consultation with someone or if it's a meeting to review their like financial statements, it's more like important I guess. I tend to dress up more for those."

Figure 1.3 reflects how the work environment expectations and demands of specific industries are related to the degree individuals found their definition of professionalism in the workplace to be more or less strict.

Political Climate

During the interviews with early-career professionals, little was said about the current political and social climate affecting their definition of "professionalism"; however, the retired and mid-career individuals almost all in some way saw this as a significant influence on their choices of professional attire. Figure 1.4 depicts how these influences are correlated with each individual's openness to trends.

When asked what triggers she saw that affected professional attire expectations, Sam stated, "Well, I would say maybe the industry, the social climate at the time. Everything else was changing." Changes to the structure of society coincided with changes in fashion, even in the workplace. Peter, who is currently in his mid-eighties, noted:

"Nobody had to tell you to wear a shirt and tie or coat and tie. All management people, if you will, they did that. It was accepted. That wasn't too far out of World War Two and Korea. I think we had a little bit of the military in it. "

The mid-career individuals agreed, though they saw these changes from a slightly different angle. Moving from the wartime mindset, this group noted its climate upon entering the workforce. Carly shared some personal ideals that she saw as correlated with the shift in attire:

"I think Ben Franklin has a, carried this on for 40 years; it was called the Ben Franklin virtues. And out of those virtues, he and his group of guys met at the pub every week, but the post office came out of it, the library came out of it, you know, very, but if you look up those 13 virtues, I would say that, that they were pivotal in earlier generations, from Ben Franklin until the 60s when revolting against everything became the way so, in those revolts. We recognize that homosexuality should not be a target for hate. Religion should not be. So the revolution of the 60s was wonderful for expanding our humanity. Not necessarily so wonderful to let the pendulum swing so far to the other side that now we're still trying to recover my network still trying to find a middle ground."

According to these two observations, although more of an underlying theme, political effect on workplace attire is important. Carly also observed that the increasingly "melting pot" environment of business in the United States in particular affects what can be considered professional:

"I think another contributing factor to makeup and dress and accessories has been a lot of the Muslim influence in what women are allowed, and I am very familiar with having lived in Egypt during the late 80s for a month, just a month. It was kind of a joke that among American women that they Muslim women always looked like they were in mourning with their black. The color was black. Their hijab, whatever that thing is called, and long sleeves, and it didn't matter if it was 120 degrees. And men did not like waiting or talking to American women because they believed our dress was very indecent, very indecent. "

Gender Differences and Expectations

Expectedly, gender was also a characteristic mentioned commonly throughout these interviews, especially among the older generations. The current cultural climate that encourages individualization and freedom even in gender roles may also impact this theme. Although clearly aware of "glass ceilings" and other gender barriers and issues in the workplace, early-career respondents spoke less about being restricted by them and more so being liberated by them. Gender expectations by different generations were still fairly consistent and instrumental in what they chose to wear and what norms they expected peers to cohere. Figure 1.5 shows how individuals industry's proximity to trends played a role in how wide the gap in gender expectations was perceived.

The following are perspectives shared by the retired group:

"The only rule I had for women was, I don't want your dress to be the kind dress that would call attention to you say, in a negative way. So if they came in with a lot of cleavage showing, I'd have another woman in the company tell them to stop that if they dress too short in the office, we did; we had a few in the field, but not very many because it is hard work. And most women just couldn't bear it, but occasionally we'd have some there, and we required them to wear slacks just like the guys did, had to wear the same shirts the guys did. And that way, they will. They won't call attention to themselves. If they started tying their shirt up, you and showing midriff, or skin, naturally, we just didn't do that. Because we didn't want it to be about them, we wanted it to be about the client. And in the office, I just wanted them to dress professionally. I didn't have a set standard. So one of the women started coming in and blue jeans, you know you can't do that. If they started coming in t-shirts, no, you can't do that. "

"I don't know; it was kind of slow happening somewhere in the 80's maybe early 90's. It started to drift a little more to the casual, but if you got too far out of line, somebody would let you know. That's as well as too revealing dress for the women. That became an issue at one time too. A very delicate issue. But I think if you have standards, you've got to adhere to them, or else people will drift into not following them anymore."

"Well, it was pretty much dictated what we could wear and what we could not wear. Now I was hired into General Motors in 1977. And we were women, and now I'm talking women. Women were not allowed to wear pants. Every day we wore a suit with stockings and heels and usually three-inch heels that were the norm. Your jacket had to cover your bottom, and you could take your jacket off at your desk, but if you left your desk you had to put your jacket on. "

Clearly, standards, though slightly different depending on the industry, were set that varied based on gender. However, even mid-career individuals do not always see those as restricting. Instead, their industry experience has molded how accepting they have become of those standards as necessary. For example, Mary noted:

"I don't necessarily like to see women in dresses because I work in manufacturing, and so I'm, you know, I've gone away from that completely. If I were in public accounting or things like that, I might be more open to that. But my preference for women is that they wear business suits just like men, you know, obviously, there's a lot of room for individualism in that within that scope."

Carly shared her understanding of why this occurs and why it is necessary to a certain extent. Based on her exposure to the values of both her generation and those of younger generations, she even cited a study that revealed the following:

"In fact, there was a study at Harvard that I thought was I'll come back to your question, but a woman studied men's brains. You should look it up. I think she developed a swimsuit line. But she said, you can show a picture of a woman, as a mother teaching a kid how to ride a bike, you can show a picture of a woman with a computer and a business suit on you can show a picture of a woman in many modes of operation, but in a string bikini. So how men translate in their brain is they think of a woman relationally with children, they think of a woman, maybe relationally in a team doing professional work. But then, when they see a picture of a woman in a bikini, they think of them like a hammer. It's an object, and it gets objectified. And so Harvard did some studies on how men's brains categorize women in different settings. I think that's relevant to trying to be professional. It's relevant how we, men and women, present themselves to not be suggestive, indecent, or objectifying. So, the reason I'm a little bit more open-minded is because everybody I deal with in a leadership training session is typically under 45."

This open-mindedness, Carly claims, comes from her interaction with the younger generations. A similar sentiment is apparent in what Leah shared in her interview:

"But now it's literally like you can do whatever you want. And it's starting to be. There's a less like, there's still a level of like what is professional, but at the same time, there's a lot of variations of it, which is really awesome because everyone's different. And it's not a standard that you can just cross a Like do across the line and make everyone follow. And that's like, okay, you're not, you know, you're wearing red like bright red. That's not professional. That's not a thing anymore. It's, oh, you're wearing a cheetah skirt. Like that's awesome. You go girl, and like, you have like this bold personality that's going to shine through, and I really love that."

POTENTIAL THEORIZING

Before discussing drawing conclusions and potential for theorizing, the measures of establishing credibility must be addressed. Researchers for this study used multiple methods of data collection and analysis. Multiple researchers with different backgrounds analyzed the data. This triangulation helped establish the credibility of the research. Emic validity was achieved when researchers shared their interpretation with the participants and received feedback that resonated with the respondents.

Interpretations of the above findings can best be outlined in the various themes found throughout the interviews and the theories they imply. In this discussion section, each theme is analyzed and further research avenues are suggested. The researchers recognized these concepts appearing to be essential for the participants. The objective was to produce guidelines for action, as this research cannot explain how these themes are systematically related to each other.

Building Trust

A major theme emerging among all individuals, whether from personal experience or through the observation of others, is the need to build trust. It seems those trying to prove their trustworthiness as a professional use their consistent attire to communicate that trust, mainly to superiors and clients. Using dress to show clients that one is to be respected in their profession was common among individuals who either worked in service-providing industries or had some reason for needing an upper hand in their field. Additionally, superiors tend to expect those younger or less experienced than them to prove themselves worthy of being trusted to convey the company's image or to carry more responsibility. Therefore, the professional dress can be attributed to an indirect way of communicating and building trust in an organization. As Leah mentioned, part of the need for external conformity comes from eliciting trust, especially from clients when the employee looks very young and inexperienced.

Blending in and Standing Out

Another consistent message apparent in these findings is that there are specific scenarios when individuals may need a professional dress to help them blend in and others when it is required to stand out. In more client-based roles, such as the contracting example from one of the participants, specific attire is needed to blend in with one's team and the environment in which one is working. If an individual's clothing is misplaced with their workplace or their team does not have a visual consistency, they may be seen as unprofessional. Additionally, in roles that may seem less credible than others, such as contractors compared to architects or even less educated compared to higher educated, consistently communicating a particular message through dress can make up for the lack of other competitive advantages. The same can be said for needing professional clothing to stand out. In more competitive environments, both internal and external relationships, individuals may need to employ more eye-catching or individualized style options to appear more credible than competition, or even co-workers. Although this is more effective in creative or relationship-based roles, people can stand out while giving a professional impression by using the same theory of consistently communicating a message of individualization. Indeed, Furnham et al. (2013) reported a similar finding on how formal dentist attire elicited trust, among other sentiments.

Belonging

It was also apparent that each generation wants to feel a certain sense of belonging within their professional role. That is often done with messages communicated through attire. While this is true, there appears to be a subtle shift in this thinking as the younger generations enter the workforce. For mid-career Millennials and older, belonging is found when their attire reflects their similarities with others in their industry or company. However, belonging is found for younger Millennials and Gen Z when they are accepted and integrated into a group while still showcasing their differences. This younger group wants to assimilate into the workforce, just like the older generations who expressed a desire for team-based image and dressing to your role but not at the expense of their individuality. The belonging concept in the existing research has been similar to the theory of blending in. Still, it is moving more towards allowing individuals to stand out and be identified as valued team members. Belonging is no longer defined by uniformity in the dress code.

Attitudes

Decision-making for professional clothing is not always positive, and participants revealed just how variable attitudes could be towards the professional dress. Many individuals, particularly males, expressed indifference towards picking out their outfits. One even admitted to his wife still taking more interest and precision in picking out his outfits than he does. Older women in a professional role varied on whether or not they dreaded choosing an outfit for a day or found it refreshing to experiment with accessories and new trends. Younger women had more positive attitudes toward putting together professional outfit pieces and ensembles. Age and gender are likely significant determinants of whether or not an individual has a positive outlook on professional attire; however, this is only true due to that demographic's perception of the fashion industry and their personal experience when shopping for and trying on professional outfits. Further research could reveal other forces at work in developing these attitudes.

Recognition

Most of the participants' stories regarding professional attire in their career were about incidences in which they were recognized for what they were wearing. Recognition, therefore, is a primary underlying motivation for why professionals in most industries dress in certain styles. However, the type of recognition sought out does seem to vary by industry. Those in banking noted situations in which their attire recognized their status and company. At the same time, those in other clients-and-service-based roles valued the recognition of being welcoming and comforting to the people they were serving.

Additionally, those who spent most of their days in office spaces and staff meetings valued the recognition by upper-level management and co-workers for their style and individuality. Recognition can, according to these findings, play a significant role in both how decisions are made initially as well as how individuals feel others receive their fashion choices. More research is suggested to develop other theories on how different industries reveal this phenomenon.

Signaling Expertise

Like the motivation found in recognition, signaling expertise is a goal many individuals express when explaining their professional attire decisions. It seems that individuals not only want to be recognized for their presence and identity in their company alone but also want their attire to signal what they know and separate them from those with differing expertise. The contractor wanted to appear different, yet just as respectable, as the architect. The human resource specialist tried to distinguish themselves from those with other specializations and recognized that her VP signaled her expertise through her attire. However, perhaps the strangest aspect of this theory is that sometimes expertise is signaled not through a more professional outfit but a less professional one. Once an individual has become comfortable in their role and has been recognized for their top-level expertise, they can reflect this expert status by dressing down according to the younger members of the workforce. Dressing slightly down could be interpreted as a signal that the individual has genuinely "settled in" to their role and does not need to prove their expertise through dressing their best. In this scenario, the definition of professionalism shifts, as most professional experts are no longer held to a standard of professional dress. The idea that an individual can in some ways prove themselves more remarkable than any dress codes or standards is another area in which further research is suggested.

Social Class Expectations

An underlying theme to consider is the implication of social class expectations on this sample and further research. Many of these participants are upper-middle class and upper class working individuals whose perspectives of what is deemed professional are significantly based on their personal experiences with individuals in the same or similar social class rankings. Therefore, many of the expectations expressed have to be evaluated considering the roles individuals aspire to play and the means to dress according to their desired level of professionalism. Rarely in these interviews was the consideration of financial ability considered in determining if a specific outfit was deemed professional due to the unspoken truth that those in these positions should be able to dress up to the expectations associated with their social class. A further study that seeks out individual cases known to come from lower social classes or who work more closely with individuals from various social statuses would perhaps give an even deeper explanation of how professionalism can and should be defined.

Success

The phrase "dress to success" came up commonly amongst participants of this study. This phrase is used in multiple scenarios in the fashion industry and the business world. In this study, seeking to define the term "professionalism" created the need to define "success." Regardless of generation, individuals varied on what they seemed to believe warranted their professional career as a success. Some seemed to measure their success on their overall job fulfillment and to what level they felt their roles positively impacted those they worked with and made a difference. Others based their success on the recognition and acknowledgment of others. Few explicitly mentioned salary as their measurement for success, but promotions and titles were hinted at for indicators of whether someone was successful. There is ambiguity on how one would then "dress for success" with different interpretations for success. Further questions comparing what each individual, perhaps dependent on industry, felt determined their success and how they dressed to meet that standard would further reveal any direct relationship between success, professional dress, and other contributing factors.

Work Ethic

One of the more shocking developments from these interviews was how many individuals expressed that professional dress is not always related to an individual's work ethic. This view was reflected in the aforementioned angle on status signaling. The more distinguished experts who are held to having a high level of work ethic are not obligated to dress in a way that reflects that aspect of their professionalism. The responses of the retired and mid-career individuals reflect this sentiment. They agreed that work ethic itself is not always related to attire. In some scenarios, they reported that work ethic increased when professionals were given the freedom to "dress for their day" or wear attire that is comfortable for them and their responsibilities the day ahead. While one individual claimed choices in clothing reflected work ethic, their explanation hinted that it was less about their work ethic diminishing and more about their respect for those they were working with not being conveyed through their outfits of choice. Work ethic, therefore, seems not to be affected by attire and is its independent aspect of one's definition of professional.

In conclusion, the central interpretation of these findings is the overarching theme that the definition of professionalism is more complex than the influence of only a few factors. Each factor, as discussed, can open up new research avenues to investigate professionalism and motivating factors. Integration of forces from past and present workplace elements is creating a non-static environment, arguably as dynamic and influential on the workforce as technological advancement. Generation alone is not the determining factor, but it adds to the differing perceptions of the overall trends.

Summary of Each Generation

Based on these interviews, the following consistencies were observed amongst each generational group concerning how they define professionalism:

Baby Boomers

This generation's dominating factors when determining something as professional are levels of conservatism and conformity to clients' values, showing they take their role and profession seriously. This seriousness largely stems from growing up in a climate of immense patriotism and wartime order and respect. They acknowledge trends but see the workplace as more of a place of consistency rather than fashion mirroring. They are well aware that "professionals" look different across industries and work environments, and they believe it is crucial for the people you work with to feel comfortable and valued. For the most part, they still respect and adhere to traditional gender roles and stereotypes; however, they attribute younger generations' tendencies to challenge those less about their lack of work ethic or professionalism and more about their growing individualization and willingness to challenge authority. Perhaps their view is best summarized by one individual's perspective:

"Most of the world's daily young, like my grandchildren, don't know what an iron is; however, it comes out, a few wrinkles that's the way they wear it. Now that wouldn't be true if they were going for a job interview, but that's the way they dress in college. I seriously doubt if some of them have an ironing board and an iron."

Gen X

The mid-career individuals were revealed to be more flexible than initially predicted. Although adhering to many of the standards and expectations set by the prior generation, they generally observed more fashion trends. They considered their occasional occurrence in the workplace as permissible primarily due to their consistent interaction with the younger generations who spearhead these trends. Growing up amid significant shifts in social climates, they are more familiar with change and have proved just as flexible in professional attire. They, too, revealed traces of external conformity, but less in terms of with whom they work and more about for whom they are working. Surprisingly, though, this group responded with more criticism of gender differences, identifying some specific attributes of men's and women's attire that they found appropriate or preferred. Regardless of this, their overall openness to changes proved that trends such as bright colors do not negatively influence what they consider professional. To summarize:

"And so, what I see there is very professional; the brighter colors don't bother me at all. Like I said, you know, I kind of like those bright colors too, even though my staples are multipurpose. And I, I'm just trying to think back. I don't think I've ever seen anything that I thought was unprofessional."

Gen Y and Z

The most glaring difference between this group and the others is their lack of reference to political climate or societal norms determining what is considered professional. Although they dress to prove themselves, they do not compromise individuality in favor of traditional conformity. Instead, they are more susceptible to external unity from the fashion industry. They mirror outfits for specific work environments, employing "dress for your day" attitudes; however, when given the opportunity, they are more likely to show their personality and test the waters than other generations. They do not view professionalism in terms of outfit pieces in color schemes; instead, highlighting how their performance and outfits help them stand out and make a name for themselves in a professional setting. More than others, this generation embraces, as Leah would say, the "You go girl" attitude.

Overall, it seems the definition of "professional" has not changed, as each generation recognizes the traditional style choices as professional in their way. However, changes in where and how work is performed have brought about whether or not dressing "professionally" is required for being professional. While each generation, to a certain degree, thought dress codes were good, most agreed that it was easy for written codes to go too far in restrictiveness when different work responsibilities could be called for more relaxed attire. It was clear that unspoken expectations and external conformity guided most individuals in limitations. Instead, verbal affirmation was the preferred way of determining what dress code works and what does not.

By this logic, it is the responsibility of the manager to employ an organizational culture of understanding and transparency. Many of the perspectives revealed in this study could easily be perceived as prejudices and judgments when only seen on the surface through workplace interactions. In reality, the generations may hold different values and have different expectations for workplace professionalism. Still, as a whole, each generation simply wants to contribute to the success of their company, perform their jobs productively and efficiently, and build upon the image the company wants to convey to its customers or clients. Managers should encourage each individual on their team to communicate their perspectives and affirm to each generation that their viewpoints (and how they were formed) are valid. There are many factors at play in this situation, so managers should also bring those to light, addressing the change drivers themselves and telling employees to be aware of how their response to those drivers may be affecting their workplace relationships. All generations want to be professional. While that may be reflected differently amongst dress choices, the motivation is still the same. That is why, even when those reflections conflict, multigenerational workforce teams can still be productive and successful.

Further Research Implications

To further explore some of the theories revealed in this study, further research should be conducted on quantifying how often different generations dress in outfits deemed business professional compared to business casual. This latter term often appeared in the interviews and could benefit from a more refined definition and appropriate usage.

Additionally, findings may be more conclusive when confined to a specific industry. Many of our participants brought fascinating insight from their personal experiences, covering a wide range of industries and indicating a detailed description of the phenomena. A similar study conducted in a select industry or a company can provide more practical managerial implications.

Follow-up studies could also be conducted looking at each of these factors mentioned in isolation. To uncover a more definitive view of how, for example, political and social climate affects professional dress, the correlation between those two alone could determine the structures of the interviews.

One of the more interesting theories that arose across these conversations was that of a status signaling shift as an employee climbs the levels of management. While the original theory states that the clothes people wear in the workplace affect how that person is received, many individuals noted that more esteemed individuals of authority could "earn" the right to dress down rather than up. Follow-up studies on that theory and how often it appears could provide another exciting factor contributing to the varying definitions of professionalism in terms of attire.

LIMITATIONS AND CONCLUDING COMMENTS

The objective of this research was to understand the phenomena and identify the underlying themes or concepts of the impact of generational preferences, cultural trends, and workplace expectations on professionalism and business attire. The intent was not to generalize any groups or industries. The sample was limited in size and to the individuals coming from the Bible Belt geography. As the grounded theory methodology suggested, the researchers did not begin this project with a preconceived theory in mind. Instead, they let the data reveal the concepts critical to the three different groups of respondents. This research was an attempt to build the theory, not test it. Further research may show how the emerging concepts fit the existing knowledge body. Such research may use larger representative samples for testing these concepts and investigating their fit to existing research on professionalism expectations and dress codes.

While generational values play a partial role in differences in perceptions of professionalism, there are more factors at play in terms of how this is conveyed through professional attire. Influences from trends in the fashion industry, workplace expectations, and environment, political and social climate, as well as implications of status signaling, external conformity, and lack of intergenerational understanding, play a role in how individuals not only make professional outfit choices themselves but how they perceive the professional outfit choices of others. This research revealed that the definition of professionalism has not changed over time. However, the areas where it is deemed applicable have shifted in light of the aforementioned factors. Based on these findings and discussion, managers should consider the multifaceted nature of professionalism when leading multigenerational teams, fostering a culture of transparency and communication, and allowing individuals to openly discuss whether specific attire is or is not appropriate. Managers set the standard, but a manager who considers all of the perspectives uncovered by this study can better understand where each generation is coming from and develop their company's definition of "professional."

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