As employees age and younger people enter the job market, we see a shift towards a more intergenerational workforce. These days, even older members of Generation Z are beginning to take leadership roles within organizations.
Although this diversification within the workforce is a good thing, it can present a challenge for leaders who do not know how to deal with the unique needs of an age-diverse organization. This is why effective leaders must understand generational differences and how leadership will uniquely affect members of different generations.
An individual’s perspective on leadership is fundamentally affected by their age and the generation they are a part of. Everyone in every generation experiences the world differently, which affects how they react to leadership and how they lead when they are called to become leaders themselves. Leaders often adopt leadership styles in response to their own leaders and mentors — whether they mirror their leaders or contrast with them in response to something that did not connect with them.
Understanding Generational Differences in Leadership
For businesses that hope to take advantage of an intergenerational workforce, it is essential to understand the differences in leadership styles between generations. Some of the differences in leadership are incredibly pronounced, while others are more subtle. The characteristics of each generation’s leadership style include:
Baby Boomers: Baby Boomers typically experienced leadership that was very formal, top-down, and hierarchical. They realized and gained leadership through position and authority, meaning their adoption of new techniques and technologies tends to be slower because they tend to plan strategically over a period of decades. Some may characterize their leadership style as militaristic because of their consolidated command and control of the company at its upper ranks.
Gen X: Gen X is known for a more independent and pragmatic approach to leadership, delegating decisions when necessary. They question authoritative leadership styles, instead focusing on a results-oriented approach. This generation values leading through example and allowing middle managers to grow, maintain, and train teams. They also tend to look at the “big picture” as no more than 10 years due to rapid development and industrialization during their tenure.
Millennials: Millennials are known for people-focused and collaborative leadership. Many millennial leaders struggle with a rigid hierarchical structure, instead opting for a series of “feedback loops,” but these loops can create echo chambers and stifle decision-making. Many strategic decisions by this generation are focused on humanity and purpose — i.e., “the greater good” — and being the first generation to truly adopt technology has caused their long-term outlook to decrease further to 4-6 years.
Gen Z: The latest generation to enter the workforce, Gen Z, has shown a preference for keeping organizations flat and fluid. For example, many Gen Z leaders have favored structures like the gig economy and “fractional” employees in multiple positions, as well as models like remote and hybrid work. Some members of Gen Z have shown a desire to avoid decision-making accountability, resulting in an even shorter strategic outlook of 3-5 years.
The key to harnessing the power of these different leadership styles is to achieve generational awareness. The crossroads of these generations are complex, and it is important to remember that no one is “right” or “wrong.” Instead of focusing on keeping up with the technological Joneses, we should focus on “winning the game” — no matter the different philosophies we use to get there.
That being said, some fundamental differences between these generations might make bridging the generational gap challenging. For example, Boomers and Gen X tend to be more independent workers, while Millennials and Gen Z tend to be more collaborative and look for mentoring and feedback. This can create misaligned perspectives, as older generations might feel like they are “hand-holding” younger generations, while younger generations might feel unsupported. Successful leadership in an intergenerational workforce requires leaders to balance empathy and social awareness with business and industrial knowledge.
Leadership Strategies for Giving Recognition and Feedback to Different Generations
When it comes time to provide recognition or feedback for employees of different generations, business leaders should know that Millennials and Gen Z typically frequently seek a more consistent flow of both, but especially growth-oriented feedback derived from teachable moments and growth opportunities. Conversely, Baby Boomers and Gen X tend to find more value in results-oriented and individual feedback that focuses on their tenure with the organization and ongoing contributions over longer periods of time.
Essentially, younger generations prefer feedback and recognition to be more forward-facing, where the conversation focuses on the future, while older generations enjoy feedback and recognition to be more reflective and encapsulate both their wins in the present and the effort and consistency of the past. This dichotomy makes a lot of sense — the strength of the young is their future, and the strength of the more experienced is their past.
Communication Styles
Just because it's 2024 doesn’t mean leaders have to communicate solely through new technology. Tools like Microsoft Teams, Slack, and Zoom are all great foundations, but dialing real numbers and making a call to communicate with employees in real time through your cell phone still shouldn’t be overlooked.
Young professionals may prefer texts, while more experienced employees may prefer a phone call. Both have their strengths, and leaders must become comfortable delivering information, expectations, and uncomfortable conversations through whatever form of technology different generations of employees prefer. Even handwritten thank-you notes or letters can have a profound impact on employees.
Bridging the Generational Gap
The most important thing a business leader must do to bridge this generational gap is to adopt a goal and results-focused mindset. Not every path to the horizon needs to be the same because, ultimately, it doesn’t matter how an employee gets to their end result as long as they succeed. By offering employees the flexibility to do what works best for them and rallying around goals and results rather than processes, business leaders can create a model that transcends generations.
Sometimes, the tried and true methods that older generations bring to the table are not only the most straightforward solutions but also the best ones. You’ve probably heard the adage, “You can’t teach an old dog new tricks.” While that isn’t entirely true of older employees, it can create a bottleneck for productivity if you force an employee to learn new methods and technologies despite their discomfort. If an employee can yield the same results with a more comfortable process, why would you force them to take an approach they do not find helpful?
Indeed, business leaders must identify and work with the strengths of each generation of employees in their workforce. Is it genuinely worth the effort it takes from older employees — not to mention yourself — to force them to adopt every new technology when they don’t want to? After all, these employees bring plenty of value to your organization in other ways. Force-feeding technology is a fast track to disengaging older employees.
The best way to take advantage of these individual strengths is by finding ways to encourage better collaboration across generations. This requires more than having older and younger employees around each other in the same office. Putting individuals of different ages and generations on the same team allows them to work together to develop blended solutions and innovative ideas. Millennials and Gen Z will bring advanced technology to the table, while Baby Boomers and Gen X will offer tried-and-trued solutions learned through years of lived experience.
Finally, leaders should overcommunicate cultural clarity in the workforce. It is important to remind employees that everyone has an important role to play in the workforce. Although it is necessary to recognize and accommodate generational differences, it is also essential to highlight generational strengths. And, of course, the best way to do this is by pressing for goals that everyone — not just members of one generation — can focus on.
Although working with an intergenerational workforce has its challenges, the right leader can turn these limitations into opportunities. By accommodating the needs of different generations and understanding their unique strengths, leaders can take advantage of these generations’ collaborative strengths.
Clark Lowe, President and CEO of O’Connor Company, is a seasoned leader with a distinguished background in the United States Marine Corps, where he honed his leadership skills and developed a passion for guiding others towards a shared vision. With a Bachelor’s in Business, an MBA with a Finance specialization, and certifications in Lean Six Sigma Black Belt and Project Management from Villanova University, Clark brings a robust blend of academic and practical expertise to the team.
