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Leading an intergenerational workforce: an integrative conceptual framework

Leading an intergenerational workforce: an integrative conceptual framework The purpose of this paper is to propose a framework for understanding the particular issues associated with leading an intergenerational workforce. It presents promising strategies in the areas of talent management, decision making and internal communication to maximize the strengths and minimize the potential challenges of such a workforce.Design/methodology/approachThis conceptual paper blends a review of descriptive research on generational differences and commonalities in work needs and preferences together with practice-based implications for management and organizational leadership.FindingsA conceptual framework highlights generational issues as both individual- and organizational-level variables to be considered by leaders, and proposes that intergenerational leadership should strive toward achieving a balance between meeting individual and organizational needs. Specific management activities and approaches highlight opportunities for leaders to address generational needs, while paying attention to both commonalities and differences across generations, and create a positive intergenerational work environment.Originality/valueNo clear conceptual framework or model currently exists to help understand and organize the similarities and differences in needs and preferences across generations in a workforce. The paper also offers a series of practical recommendations for organizational leadership based on the proposed framework. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Leadership Emerald Publishing

Leading an intergenerational workforce: an integrative conceptual framework

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References (35)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2056-4929
DOI
10.1108/ijpl-11-2016-0046
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to propose a framework for understanding the particular issues associated with leading an intergenerational workforce. It presents promising strategies in the areas of talent management, decision making and internal communication to maximize the strengths and minimize the potential challenges of such a workforce.Design/methodology/approachThis conceptual paper blends a review of descriptive research on generational differences and commonalities in work needs and preferences together with practice-based implications for management and organizational leadership.FindingsA conceptual framework highlights generational issues as both individual- and organizational-level variables to be considered by leaders, and proposes that intergenerational leadership should strive toward achieving a balance between meeting individual and organizational needs. Specific management activities and approaches highlight opportunities for leaders to address generational needs, while paying attention to both commonalities and differences across generations, and create a positive intergenerational work environment.Originality/valueNo clear conceptual framework or model currently exists to help understand and organize the similarities and differences in needs and preferences across generations in a workforce. The paper also offers a series of practical recommendations for organizational leadership based on the proposed framework.

Journal

International Journal of Public LeadershipEmerald Publishing

Published: Feb 12, 2018

Keywords: Leadership; Management; Communication; Decision making; Talent management; Intergenerational workforce

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