Multigenerational workplace and the demands placed on the leader resulting from it

Abstract

INTRODUCTION: As demographic shifts lead to an increasingly aged population, workplaces are becoming sites of interaction among multiple generational cohorts, each characterised by distinct values, expectations, and communication styles. These differences frequently give rise to misunderstandings and interpersonal tensions, necessitating managerial intervention to mediate conflicts and foster cohesion. Such dynamics place heightened demands on leadership, requiring managers to navigate generational complexities while aligning team outcomes with organisational goals.

OBJECTIVES: This paper examines the phenomenon of the multigenerational workforce, exploring its advantages, inherent challenges, and implications for organisational leadership. The primary objective of this research is to provide a comprehensive analysis of how generational diversity influences workplace attitudes and managerial practices.

METHODS: To support this aim, the study synthesises data from existing empirical sources.

RESULTS: The main results obtained in this paper are that due to EU population aging and rising retirement ages, workplaces are increasingly multi-generational, where four generations need to coexist.

CONCLUSION: Findings underscore the importance of integrating general knowledge about generational cohorts with an individualised understanding of team members to effectively manage intergenerational dynamics and enhance organisational performance