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Generational leadership – How to manage five different generations in the workforce

In: From Grey to Silver

Author

Listed:
  • Florian Kunze

    (University of St. Gallen)

  • Stephan A. Boehm

    (University of St. Gallen)

  • Heike Bruch

    (University of St. Gallen)

Abstract

The successful management of demographic change in German companies will mostly depend on their executives’ leadership capabilities. Based on the implicit leadership theory of effective leader-subordinate relationships, the perceived leadership behaviour must match individual subordinates’ leadership prototypes. As research in sociology and social psychology indicates, these leadership prototypes – consisting of employees' work values and preferences – are influenced by generational experiences as well as by individual employees’ age. Building on these arguments, this chapter tries to develop different leadership styles for the five generations currently present in the German workforce: The Post-War Generation, the Economic-Boom Generation, the Baby-Boom Generation, the Golf Generation, and the Internet Generation. Such adaptive and generation-specific leadership should help spur high levels of work motivation, organisational commitment, and hence lead to top performance by every generation and age group within the company.

Suggested Citation

  • Florian Kunze & Stephan A. Boehm & Heike Bruch, 2011. "Generational leadership – How to manage five different generations in the workforce," Springer Books, in: Michael Boppel & Stephan Boehm & Sven Kunisch (ed.), From Grey to Silver, pages 87-100, Springer.
    • Handle: RePEc:spr:sprchp:978-3-642-15594-9_8
    DOI: 10.1007/978-3-642-15594-9_8
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    Cited by:

    1. Klimczuk, Andrzej, 2015. "Generational Differences: Generations of Western Society, Managing Multiple Generations in the Workplace," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, pages 348-352.

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