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Age and Generations In Leadership

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Joslyn Dechant

on 11 April 2017

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Transcript of Age and Generations In Leadership

Age and Generations In Leadership
Brittany Carr, Joslyn Dechant, Erin Norton
Literature Review
Implications for Managers
Lessons Learned
Future Research
Generations In Leadership
4 generations represented
Leadership styles date back to early 1900's
Values and beliefs shape leadership
Values represent experiences
Baby Boomers
Importance of Generational Leadership
Job satisfaction
Compensation & Benefits
Literature Review
Baby Boomers
Gen X
Millennial or Gen Y
Gen X
Millennial or Gen Y
Implications for Managers
Lessons Learned
Future Research
Born 1980-Present
Adaptable to change
Most educated group due to advances in technology
Appreciate diversity & inclusion
Prefer collaboration & meaningful work
Like open communication with managers

Ahmad, Hadijah, and Badaruddin Ibrahim. "Leadership and the Characteristic of Different Generational Cohort towards Job Satisfaction." Procedia - Social and Behavioral Sciences 204 (2015): 14-18. EBSCO. Web. 5 Oct. 2016.

AMA. "Leading the Four Generations at Work." Leading the Four Generations at Work. American Management Association, 2016. Web. 06 Nov. 2016.

Balda, Janis Bragan, and Fernando Mora. "Adapting Leadership Theory and Practice for the Networked, Millennial Generation." Journal of Leadership Studies J Ldrship Studies 5.3 (2011): 13-24. EBSCO. Web. 5 Oct. 2016.

Gravett, L., & Throckmorton, R. (2007). Bridging the Generation Gap : How to Get Radio Babies, Boomers, Gen Xers, and Gen Yers to Work Together and Achieve More. Franklin Lakes, NJ: Career Press.

Hindman, K. (2016, October 19). Personal interview.

Kippenberger, T. (2002). Leadership Styles. Oxford, United Kingdom: Capstone.

Kodatt, S. (2009). I Understand "You": Leadership Preferences Within the Different Generations. Proceedings Of The European Conference On Management, Leadership & Governance, 61-65.

Lyons, S., & Kuron, L. (2014). Generational differences in the workplace: A review of the evidence and directions for future research. Journal Of Organizational Behavior, 35S139-S157. doi:10.1002/job.1913

Sessa, Valeris I., Robert I. Kabacoff, Jennifer Deal, and Heather Brown. "Generational Differences in Leader Values and Leadership Behaviors." The Psychologist-Manager Journal (2007): 47-74. EBSCO. Web. 5 Oct. 2016.

Wagner, A. (2016, November 2). Personal interview.
Job Satisfaction
Baby Boomers focus on retirement and post retirement jobs
Gen X want challenging and balanced workloads
Millennials seek perks for loyalty and technological skills
Compensation & Benefits
Conduct surveys using a large sample size of varying generations to gain better overall picture of how generational leadership is perceived
Conduct more research from a social force perspective as well as focusing on the cohort perspective
Kristen Hindman
Northwest Bank - Branch Manager
Generation X
Angela Wagner
Dick's Sporting Goods - Procurement Manager
Experience as Gen X
Stays until job is complete
Responds well to praise
Works alongside staff toward common goal
Generational Challenges
Millennials expect comp time and more of a work/life balance than Gen X & Baby Boomers
Challenging to manage older employees who are the age of her parents
Older generation tends to do what is expected, younger generation often challenges the system
Bridging Generational Gaps
Takes a collaborative approach to management and problem solving
Works to incorporate strengths from all generations to be more effective
Believes collaboration builds respect and a good work environment
Joslyn & Brittany
Joslyn & Brittany
Born between 1925-1946
Loyal and avoid taking risks
Influenced by Great Depression, WWII, and Postwar era
Values job security, experience, and teamwork
Saves and is not worried about salary
Born between 1946-1964
"Me generation"
Work over personal life
Influenced by Civil Rights, inflation, and Vietnam War
Motivated by salary, title, and status
Least influenced by other generations
Job Satisfaction for Different
Generational Cohorts
Understanding generational characteristics increases retention
Leaders must accommodate employee diversity
Generational differences effect employee motivation, organization productivity, team work, and organizational changes
Technology has caused a skill gap between generations that leaders must recognize and manage
Build strong teams to best avoid conflict
Capitalize on differences and work with each generation's strengths & weaknesses
(Ahmad & Ibrahim 2015, Dechant)
Millennial Generation Servant-Leadership
Millennials utilize technology to acquire, share, and create knowledge through networking and collaboration
Expect bidirectional communication and expect to be in constant communication with supervisors
Seek leadership opportunities that produce extrinsic rewards such as volunteering their professional skills
Companies looking to adapt to Millennials will have to adopt a collaborative culture
(Balda & Mora 2011, Dechant)
Generational Differences in Leader Values & Behaviors
Generational conflicts arise from differences in retention, values, motivation, work style preferences, and leadership perspective
Conducted surveys and found there are generational differences in U.S. managers in leadership attributes and behaviors perceived to be important
Concluded that generational cohorts vary in attributes and behavior they value but differences are not as large as the media portrays
(Sessa, Kabacoff, Deal & Brown 2007, Dechant)
Born between 1965 to 1979
Resilient and independent
Technically savvy
Influenced by an increase in women entering the workforce & divorce rates
Management style is a straight forward & "hands off" approach

Generation X
Silents & Baby Boomers want:
More time off
Medical benefits
Offer for part time workers
Generation X & Millennials want
401 (k) and company matching
Work from home, compressed schedule, etc.
Companies should offer performance and productivity reward system instead of seniority

Companies should offer many different forms of communication
Baby Boomers prefer face to face communication
Millennials prefer electronic communication
Having different forms of communications ensures company messages reach all generations

Educate workers on the history of their coworkers to aid communication
Allow for each generation to understand the characteristics and norms of the other generations
Mentoring is a great way to spark communication and aids knowledge transfer
Older generations should mentor to transfer knowledge before retirement
Reverse mentoring helps to transfer knowledge on technological advances

Generations in the Workplace
Generations coexist in the workplace
Resources influence decisions
Point-counterpoint views with importance of different styles
Real life experience and values shape styles
Similarities can help bridge gap
(Gravett and Throckhorn 2007,Norton)
Leadership Styles
Leadership styles evolve everyday
Generations have different views of when certain styles should be used
Post-Era and last 25 years
Technology has a big influence on today's leadership styles
Different cultures view leadership styles differently
(Kippenberger 2002, Norton)
Work with strengths of each generation to build teams and establish cohesiveness
Understanding generational differences bridges gaps and gives insight into what motivates and retains employees
There is a need for a more collaborative workplace to empower employees, bridge generational gaps, and retain the Millennial generation
Lessons Learned Cont.
Each generation and leadership style has importance and an impact
Influences can come from many places such as technology and WWII
Take into consideration values and beliefs
Leadership Preferences
(Kodatt 2009, Carr)
Project Globe Leadership Questionnaire studied differences in leadership preferences
All generations desire leaders who are charismatic and humane-oriented
Definitions of these qualities were the differences between the generations
Experience as Millennial
Prefers to work in a team setting rather than individually
Prefers to have flexibility with work hours and environment
Bridging Generational Gaps
Generational Challenges
Keeping an open communication between different generations
Older generations prefer to communicate face to face
Younger generations prefer to communicate electronically
Providing flexibility to all
Older generations prefer to stay in the office
Younger generations prefer to work from home
Realize that everyone is different and has different needs
Initiate change in expectations that are set based on the generation that the person is from and the norms of that generations
Creating an accepting and welcoming culture
Fosters acceptance of the different norms of each generation
Tone should be set when new employees start
Lessons Learned Cont.
Should create an opening and welcoming culture to foster more ideas for better solutions
People have different definitions of characteristics that they desire
Leaders should be attentive to the needs of employees no matter the generation they are from
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