Generational differences are pervasive in the workplace. A challenge for leaders is to bridge this divide capably.
Dr. Andriana Eliadis, president of Executive Communication USA and executive education facilitator and coach at Cornell University, wrote in Forbes that organizations have more diversity than ever, with staff across different generations. Each group has unique perspectives, communication styles and expectations. This diversity offers both opportunity and challenge, especially for leaders who want to cultivate collaboration and innovation while facilitating high performance. But this challenge can be overcome by navigating leadership behavior across generational gaps, which is key to the organization's success.
According to Eliadis, every generation is influenced by the unique social, economic and technological factors of its time, dictating work ethics, attitudes toward authority and communication preferences. For instance, baby boomers, who were born from 1946 to 1964, usually value hard work, loyalty and hierarchy. Many would rather have more formal communication, including face-to-face or phone interactions, where they can connect directly with their team members.
Meanwhile, Gen X, who were born from 1965 to 1980 and are known for their independence and pragmatism, recognizes the value of work-life balance and is comfortable with both in-person and digital communications.
Millennials, who were born between 1981 and 1996, are usually characterized by their preference for collaborative and flexible work scenarios. Research demonstrates that they want purpose-driven work while valuing regular feedback.
Gen Z, born after 1997, is currently the youngest generation in the workforce and is very connected to technology. Many of them value authenticity and diversity and would rather have seamless digital interaction and options for remote work, Eliadis wrote.
For leaders, Eliadis said that understanding these generational quirks is a first step to leveraging each group's strengths and optimizing team performance and organizational outcomes. She adds that one size does not fit all.
According to Eliadis, the top-down and command-and-control leadership approach that worked previously might not work with today’s multigenerational staff. The generations differ in their response to varying approaches. Baby Boomers, for example, tend to like a more directive approach, while millennials and Gen-Z usually do well under bosses who empower and coach instead of dictating. This usually means adapting one's leadership style in the following ways:
•Effective communication is the center of strong leadership, and adapting this communication to cater to generational preferences could improve engagement. For instance, Eliadis noted that Gen Z and millennials are usually more receptive to digital communication channels, including messaging apps or video calls. Baby Boomers might, on the other hand, prioritize face-to-face interactions or detailed emails.
•Feedback preferences are vastly different. Baby Boomers usually expect formal performance reviews at set intervals. In contrast, many millennials and Gen-Z workers would rather have real-time feedback to give them agility while having better response time to their roles. Leaders who can balance structured reviews together with informal check-ins usually experience higher levels of engagement and motivation across generations, Eliadis said.
•Flexibility in work style has become more important, particularly for younger generations. Eliadis said that millennials and Gen Z prefer flexible work arrangements, including remote work and adaptable schedules since these align with their desire for work-life balance and independence.
•Generational differences also sway how employees choose to be guided in their careers. Baby Boomers and Gen X tend to value mentorship, a relationship based on sharing experiences and insights. In contrast, many millennials and Gen Zers would rather have a coaching approach, where leaders act more like facilitators for growth, encouraging them to find their solutions instead of offering all the answers.
Emotional intelligence (EI) is key for leaders managing the current generational diversity. Leaders with high EI can comprehend and manage their own emotions while also recognizing the emotions and motivations of their staff. This empathy is needed when navigating the generational divide. For example, a leader with strong EI might sense when a Baby Boomer feels undervalued in a tech-driven workplace or when a Gen Z employee is disengaged because of a lack of feedback. Eliadis said that by being sensitive to these emotional cues, managers can create a more cohesive and motivated team and are better prepared for the challenges that originate when managing across generations.
With generational diversity comes the possibility of misunderstandings and conflicts. Leaders can bridge the gap between team members who have contrasting values and work styles. For instance, a Baby Boomer might view a Gen-Z employee as too focused on work-life balance and not putting in enough effort. By contrast, Gen-Z employees might feel that Baby Boomers are too rigid when it comes to their expectations.
According to Eliadis, cultivating collaboration is one of the most effective ways to bring together these generations. When the different generations work together on projects, they bring complementary strengths. For instance, with their treasure trove of organizational experience, Baby Boomers can serve as a mentors to younger staff. Millennials and Gen-Z employees, on the other hand, can bring fresh ideas on technology and innovation.
Eliadis said that building a culture of inclusivity that values these generations' contributions limits conflict while encouraging engagement and helping retain employees. Research has demonstrated that an inclusive environment with different viewpoints could increase productivity and employee satisfaction.
Given the generational diversity in the workplace, managers who are adaptable, emotionally intelligent and capable of leveraging generational strengths will be the most successful. The bottom line is to view generational differences as assets instead of challenges. By encouraging open communication, offering personalized feedback and upholding an inclusive culture, leaders can bridge the generational gap while establishing high-performing teams that can thrive in today’s evolving business environments, Eliadis wrote.