As the workforce becomes increasingly diverse, organizations not only witness a blend of different backgrounds and skill sets but also an amalgamation of different generations. Therefore, understanding the significance of generational merging and its implications on synergy leadership is fundamental for graduate students aspiring to become effective leaders. Embracing generational diversity means valuing and capitalizing on the unique perspectives, experiences, and values each generation brings to the table.
By fostering an inclusive and collaborative environment leaders can harness the strengths of different generations and channel them towards achieving organizational objectives. Moreover, they must recognize and address any potential conflicts arising from generational differences, ensuring open communication and mutual understanding. Ultimately, through synergistic leadership approaches that accommodate generational merging, organizations can leverage diversity as a catalyst for innovation, adaptability, and sustained success in the dynamic business landscape.
The effectiveness of leadership across generational gaps is still being debated, but compromise and resolving issues can lead to synergy. In today's rapidly evolving business landscape, the concept of synergy leadership plays a crucial role in organizations' success.
The generation cohort as Boomers, Gen X, and Millennials are in the workforce mostly as professionals. As the working system is systematically climbing up the hierarchy, the Boomers and Gen X cohort are filling the area of leadership positions, yet this field is still a battlefield between these two cohorts and Millennials are stuck and stagnant to climb. Yet, the world is embracing more openness and rapid innovation, and the percentage of Millennials as leaders is rising.
No rules or laws to subject the leader to being old or young. However, the old are considered the most experienced compared to the young. The experience is seen as a good navigator, knowledgeable, and practical wisdom. The young are seen as energetic, and impatient, with ideas and innovation, which may be lost in the middle of the way where it needs a navigator who knows and wisdom.
Such traits of the young have somehow created generational tensions in an organization. How energetic and innovative they are? They are vocal and impatient about the idea and innovation. In addition, the perception towards the old seems slow, orthodox, and too bureaucratic. The perception towards different cohorts is due to different attributes, attitudes, and values. The perceptions also may lead to certain stereotypes.
This table shows research on Generational Differences in Leader Values and Leadership Behaviors of how each generation perceived a leader with associated values. The cohort will rank the most important values that a leader should have for them. The Millennials show a dramatic change such as farsighted values not in the rank where supportive emerge in the rank. The Millennials emphasize dedicated value while others put credibility as the top value.
From the table, how much has it changed from cohort Boomers to Millennials?
If a leader from Millennials does not belong to certain values of Gen X for example, is that leader not an ideal leader for Gen X? Credible and farsighted are not a weight for a leader as long as full of dedicated, listens well and encouraging is enough even not too experienced.
The Gen Z cohort is going to fill 27% of the workforce in 2025. Thus, how far is a leader ready to merge with an emerging cohort? Studies advise that Gen Z is more towards autonomy, competence, and relatedness (Self-Determination Theory). Gen Z is tech-savvy with collaborative knowledge, and the desire to have flexibility and embrace diversity and inclusion is high. Trust in the form of flexibility and autonomy is crucial to be understood by their leader.
There is no wrong if the young lead the old or neither way, age is not an issue. Not being credible or supportive or experienced or understanding, the values it brings from a different perspective count. If you are the leader, start asking certain questions like from the PwC report:
- Am I part of the problem?
- What is our culture?
- Is our culture causing some employees to disconnect?
Ask a question to reflect on the leadership, do ask from various perspectives. Reflect, readjust then respond with the attitude. Engage through communication and opinion sharing may help. Leaders need to sacrifice even if they need to change their natural behaviour for synergy.
As the Malay proverbs said, “Yang tua dihormati, Yang muda dikasihi” (The old are respected, the young are loved). The wisdom behind the proverbs is the old must be respected by the young as their position is high in society due to their knowledge, experience, and contribution. while the young should be guided by the old with care and motivate them for their journey in life.
To close, let's take a look at SONAE. SONAE realised the ageing workforce is coming to an end. An impact of this is its risk to the preservation of institutional knowledge. SONAE understands that if the knowledge is gone then, there is no sustainability of the knowledge to pass down and be used again. Thus, Sonae Arauco Knowledge Academy (SAKA) was established to hinder this issue. This allowed the senior employees who have left the company a chance to teach and share their knowledge with the young. Engagement and inclusion between the old and young are paramount to its success and effectiveness.
References:
1. Hadas, 2016
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