1 April 2025
Anna Abildtrup Jensen, konsulent
With Generation Z entering the workforce, many workplaces today encompass five different generations. This has made generational leadership a ‘hot topic.’
However, leading people across ages (and other diversity parameters) is not a new discipline. On the contrary, workplaces have always had to accommodate individuals at different stages of their personal and professional lives. This has presented both challenges and opportunities—as well as a wealth of learning and research that is worth exploring.
Leaders often fall into the trap of adopting a simplified cohort perspective, which can lead to a one-sided approach that benefits neither employees nor leadership. The cohort perspective views generations as groups of individuals born within the same period who have experienced similar historical events. These shared experiences shape their behaviour, values, and attitudes, creating observable generational traits that are relatively stable and measurable.
Due to the intense focus on generational differences, stereotypes and biases flourish. For example, Baby Boomers are often perceived as rigid and technologically challenged, while Millennials and Gen Z are accused of laziness, narcissism, and entitlement, supposedly unwilling to work hard for success.
When leaders approach employees based on these predefined generational traits, they risk reinforcing negative (often unfounded) stereotypes in their leadership, which then permeate the employee group. Additionally, this can lead to in-group favouritism, where individuals tend to prefer and defend members of their own generation over those from others.
People and organisations are complex phenomena. When we rationalise, pre-package, and generalise, we often take an oversimplified approach focused on either-or choices.
By investing energy in debating whether generational differences exist, we overlook the complexity and depth involved in working with people—as well as the embedded paradoxes they embody.
Paradoxes are ever-present in organisational contexts. They exist as contradictions that coexist and are interconnected, lurking beneath organisational dilemmas (e.g., operations vs. innovation, vision vs. realism, trust vs. control).
We sometimes attempt to simplify paradoxes by choosing one side over the other—as we do with dilemmas. However, unlike dilemmas, paradoxes cannot be resolved, as they contain contradictions, ambiguous definitions, infinite variations, and multiple perspectives that make resolution impossible.
If we examine generational leadership through the lens of paradox theory, it becomes clear that we cannot decide whether generational differences exist or not.
Instead, we must adopt a ‘both-and’ mindset. We must acknowledge that differences exist within, between, and across generations—because we are all unique individuals. At the same time, we must recognise the universal elements of being part of a workplace, regardless of age.
People have both similarities and differences.
These differences may stem from life stage, upbringing, gender, personality type, preferences, age, education, interests, and social background—or a combination of all these factors, which influence work behaviour and needs.
We must therefore ask ourselves: Is it ever relevant to discuss generations and generational leadership in isolation, without considering that while age plays a role, many other factors do as well?
So Far, So Good…
But how do we make ‘cross-generational leadership’ tangible for leaders on the ground so that we can create healthier and better workplaces that are both sustainable and profitable for everyone?
People have different expectations regarding what constitutes a good work environment and the needs essential for workplace well-being. However, clear commonalities exist:
As a leader, you must move beyond a cohort perspective and embrace the complexity of individuals within your team. Recognise each person’s unique resources, competencies, and contributions to the workplace—always with your shared core task in mind.
By focusing on the team’s collective strengths in fulfilling this core task, you can shift the focus away from age and toward a shared purpose and the reasons you are working together.
The goal is not to create an organisation devoid of gender, ethnicity, or age. However, as a leader, you must actively work to dismantle the barriers that biases have created.
‘How do we manage differences instead of erasing them?’
Biases and stereotypes persist in the workplace. Therefore, you must take the lead in fostering an inclusive culture where people feel safe to challenge age-based (and other) stereotypes. Build relationships with your employees regardless of age and seniority, and show them that they all play a meaningful role in the organisation.
And yes—this means looking inward and becoming aware of your own biases and the barriers they may have created in your leadership.
In short, generational leadership is about much more than age. Yes, it is complex, and yes, it is complicated—just as people are. But with openness, curiosity, humility—and a great deal of practice—success will undoubtedly follow.
Iorgulescu, M.C. (2016). Generation Z and its perception of work. Cross-Cultural Management Journal Volume XVII, Issue 1. Bucharest University of Economic Studies.
Brachle, B. & L.J. McElravy (2023).WHAT ARE WE MISSING? Problems with using generational cohorts in leadership research and suggestions for a better direction. Journal of Leadership Education 22(1)
Lyrons, S. & Kuron, L. (2014). Generational differences in the workplace: A review of the evidence and directions for future research. Journal of Organizational Behavior 35(S1)
Majer, M. (2020) Leaders’ Perspective of Millennial Employees in the Central & Eastern European Advertising Industry. Journal of East European Management Studies. Vol. 25, No. 1
Smith, W & Lewis, M (2022): Both/and thinking. Part One: Foundations: The Promise and Perils of Paradox. Harvard Business review Press.
Weeks, K., Weeks, M. & Long, N. (2017) Generational perceptions at work: In-group favoritism and out-group stereotypes. Equality Diversity and Inclusion An International Journal 36(1)
Reach out to Mannaz and I for sparring and help managing a diverse group of employees.
