Document Type
Article
Publication Date
1-1-2012
Abstract
In the current work environment, younger workers in leadership positions are overseeing workers much older than themselves. Few empirical studies have focused on the emerging patterns of leadership associated with the relationship between young managers and older workers. To address this gap in the literature, we conducted a qualitative study based on semistructured interviews with thirteen managers under the age of thirty six and thirteen employees at least twenty years older. The goal of our study is to generate grounded theory about the "lived experiences" of contemporary young managers leading older subordinates. Our exploratory findings show that the task focused nature of younger leaders is causing management to overtake leadership and that the nature of work relationships is changing to become more broad and instrumental. Finally we propose an emergent pattern of leadership taking into account a new concept of work-life balance.
Keywords
leadership, management, leader-subordinate relationship, work life balance, multigenerational work environment (generational collisions), younger leaders
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Haeger, Donna L., "Emerging Patterns In 21st Century Leadership: An Exploration Of Generational Normative Collisions" (2012). Student Scholarship. 179.
https://commons.case.edu/studentworks/179