Intergenerational Collisions and Leadership in the 21st Century

Abstract

As the workplace becomes host to five generations, intergenerational relationships pose new challenges for both leaders and direct reports. This article describes the findings of a study that suggests emerging patterns of leadership among young leaders as they oversee direct reports much older than themselves. The researchers conducted a qualitative study with leaders under the age of 36 and direct reports at least 20 years older. Interviews with both generations demonstrate a paradigm shift in the way young people lead in an intergenerational setting. Younger leaders are emphasizing task accomplishment and multi-tasking to be of primary importance in the leader-direct report relationship, eschewing the emphasis on quality outcomes that has been an industry standard for several decades. This article provides both historical backgrounds on organizational leadership trends and information on this emerging pattern in leadership style. The intent of the study is to advance the field of knowledge regarding leadership in the multi-generational work environment. Our findings show that leadership patterns are changing, not in theory, but through intergenerational collisions between leaders’ behaviors and interpretations from direct reports of what it means to lead.

Keywords:

• intergenerational relationships
• leadership
• management
• leader–direct report relationship
• multigenerational work environment
• younger leaders