Abstract
One of the most profound recent changes in the workplace has been the increase in age diversity. Large organizations have employees from as many as five generations. Age diversity, like other forms of diversity, the authors say, can bring significant benefits to the organizations that embrace it, but it also creates challenges. Different generations have their own expectations and demands, and working relationship can become strained: it's not always easy to report to someone who is significantly older or younger than you. The authors surveyed more than 10.000 managers ages 21 to 70 across multiple industry sectors to learn about their preferred styles of working. By asking managers to identify the techniques and tools they saw as most important, the authors discovered significant differences. They found that management style varied more with age than other factors (such as position in the organization and gender). Younger managers (typically in their 20s and 30s) took a more self-centered approach and put a lot of stock in making good first impressions and asserting themselves. They preferred concrete management techniques (such as knowing how to run an effective meeting). Older managers (typically in their 50s and 60s) favored a more inclusive and collaborative approach, and relied on more intuitive and holistic techniques. The framework, the authors write, can help people understand how their management styles align with those of their peers or boss and make it easier for individuals to navigate their working relationships.