◄Previous: 2.1 Cross-cultural context

2.2 Generational context

In the workplace today, it is possible for up to five generations to be working together. While there will always be outliers, it is broadly accepted that each generation has a set of characteristics that it is useful to be aware of when working in cross-generational teams.

Descriptions provided by the Indeed editorial team (2022) are summarised in the following table.

Table 2 Perceived workplace characteristics

Generation	Age group	Perceived characteristics
Traditionalists/ Silent generation	Born prior to 1945 (mostly retired)	Value hierarchical structures with clear definition Appreciate top-down management approaches Loyal and likely to exert extra effort to help others Tend to be quite formal in the workplace, even with peers
Baby boomers	Born 1946 to mid-1960s	Favour flatter hierarchies and democratic working structures Value equal opportunities and friendly work environments Measure success through personal goals Like to challenge established processes and generate change
Generation X	Born between mid-1960s and 1980	Entrepreneurial, appreciate flexibility and independence Value efficiency and innovation Work well with mentors More likely to prioritise a healthy work-life balance
Millennials/Generation Y	Born 1981 to late 1990s (one of the largest portions of the workforce)	Technologically aware Value collaborative opportunities and open channels of communication Motivated by meaningful work Professional and personal development more important than company loyalty
Generation Z/Centennials/ iGen	Born late 1990s to approx. 2015	Naturally competitive multitaskers Value the integration of technology in the workplace Security is important Prefer flexible working and prioritise results over effort

Source: https://uk.indeed.com/career-advice/career-development/generational-differences

Clearly these different characteristics and perceptions can bring challenges, particularly if the leader has different values from their workforce! The key to successfully navigating these differences is for the leader to set aside any personal frustration, view diverse perspectives positively and be open to learning from them.

Context is a broad issue with many elements. In Activity 2, you’ll reflect on the context of an organisation you are familiar with.

Activity 2 Influences on leadership context

Allow about 20 minutes

Choose an organisation you are part of, or would like to be part of, and consider its various influences. Under each of the following headings, list the issues that you would have to consider as a leader of your organisation.

International trends and issues (e.g. globalisation)

National trends (e.g. political policies)

Local influences (e.g. the role of local communities)

Internal influences (e.g. the culture of the organisation)

Cross-cultural influences (e.g. a variety of nationalities within the workforce)

Generational influences (e.g. a variety of generational viewpoints within the workforce)

Discussion

Depending on your chosen example, you may not have issues to consider in every category, but the point is that all organisations and leaders will be subject to a range of influences. In addition, you may have thought of funding issues, attitude to risk, team motivation etc.

Many experts conclude that adapting your style to fit the situation or context is a useful approach, so in Section 3, you’ll explore leadership style and consider some of the different styles that have been defined.

◄Contents►Next: 3 What is leadership style?

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