Paper Example on Leadership in Multigenerational Workforces: Bridging the Gap

Article One: Lowe, J.B., Barry, E.S., and Grunberg, N.E., 2020. Improving Leader Effectiveness Across Multigenerational Workforces. Journal of Leadership Studies, 14(1), pp.46-52.

Summary

The article is based on the idea that different ages have unique values, attitudes, and perceptions as they share the same moments and environment. The existence of the generational gap is not supported by research as mostly focus on cross-sectional data (Lowe, Barry, and Grunberg, 2020). Studies on age and time show that various generations share core values concerning leadership behavior, competence, and means of communication and the small statistical difference in work attitudes among the multiple generations (Lowe et al., 2020). However, the existence of the generational gap is accompanied by evidence despite matching reality. The misperceptions on general differences present a challenge in the workforce, leading to intergenerational conflicts, which raise tensions in organizations. Pressures in the workstations may be value-based, identity bases or behavior-based since each generation have their value and behavior priorities. Differences witnessed in various ages are primarily connected to environmental attributes, historical periods, and developmental changes among the people over time (Lowe et al., 2020). Although core values developed in the period of adolescence are hard to change, the secondary benefits gained during adulthood are flexible. They vary depending on new knowledge, experience, and social values—Stereotyping of various generations in the workplace impact collaborations and production levels.

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Judgments based on perceptions, expectations, and stereotypes affect the workers' interactions and behavior, facilitating the rise of generational conflicts. As a leader in solving generational perceptions, assumptions, and expectations, it is crucial to understand the explicit and implicit biases on generations (Lowe et al., 2020). The leader should assess the potential generational conflict present in the workforce and develop strategies to mitigate the impacts. Some measures could be, setting clear expectations, offering challenging tasks, praising, rewarding, timely reward, and emphasizing a culture of generational coordination. Additionally, organizations should set aside a budget for diversity training and include multigenerational leadership. Leadership development should consist of skills on individualized needs, non-judgmental perspectives, team building, flexible leadership style, service-oriented leadership, and having a global mindset (Lowe et al., 2020). Establishing a working environment with team members who understand the role of multinational generations to the team reduces the risk of development of generational misunderstandings. Adaptive leadership style, being cautious of various perceptions, avoiding favors, and generational discrimination are essential aspects to be employed in administration in fighting threats of generational difference (Lowe et al., 2020). Adapting, learning, and changing leadership approaches optimize the effectiveness of a leader.

Commentary

The article raises various arguments concerning generational leadership effectiveness in work stations. First, the author argues the existence of a generational gap in the workforce, though it does not deal much with real-life (Lowe et al., 2020). The arguments are supported by generational conflicts and tensions in workplaces among the present different generations. Claims the tensions to be centered on value differences, behavioral differences, and identification of each generation group. The second argument is that stages of life and age are connected to disagreements witnessed among the employees concerning generational beliefs, such as recruits and workers close to retirement. Also, it argues similarity within generations to be more than the difference between the ages (Lowe et al., 2020). The third argument is that all generations share similar core values of respect, trustworthy and credibility, and thus leaders should emphases them to enable equality of all generations. Finally, the article suggests the appropriate measures to overcome generational differences in the workplace has a leader who evaluates generation as diversity and social identity rather than altering leadership style to reconcile with generational stereotypes (Lowe et al., 2020).

I agree with the argument that generational gap perception exists in workplaces and becomes a source of conflicts and cause tensions. It is evident in both organizations and real-life that the young generations are mostly concerned with innovations and fashions. In contrast, the older generations aim at achieving high status in work or society (Lowe et al., 2020). Still, the younger generation emphasizes the usage of technology and new ways of operations, while the employees nearer to retirement are resistant to changes such as technology. Further, the younger people who are more educated and familiar with technologies perceive themselves as the updated generation. In contrast, the older generation, which lacks knowledge of the present technology, is viewed as an outdated generation. The identity-based perception ignites conflicts between the two generations. Moreover, it is pointed out that there is heterogeneity appears to be more than contradictions between generations evaluated on aspects of age and period (Lowe et al., 2020). However, I'm afraid I have to disagree with the idea since different time lags have different environments and beliefs which shape the values and perceptions during the period (Bennett, Pitt and Price, 2012). Therefore, a significant difference is present on behaviors rather than similarities.

Different theories, models, and research presented is vital for applications in my leadership practice to improve effectiveness in the work station. Method of each generation shares specific values and perceptions, which makes different ages incompatible. It will help in coming up with policies in workforce management that minimize the effects of the unavoidable values and perception difference. Also, research shows that the differences are externally motivated but not intrinsic (Lowe et al., 2020). It implies that most causes of generational perceptions and values can be changed, and thus encouraging intergenerational environments will reduce the stereotypes developed toward a particular generation of the workforce. The model of equal treatment leadership is inspired to mitigate potential crisis between generations. As a leader, favors and discrimination should be avoided as much possible and always offer similar opportunities, fair rewarding systems, evaluated performance for individuals, and create a universal environment to accommodate all the generations (Lowe et al., 2020). Also, a leader should understand the workforce and analyses potential conflicts and the real ones to help in designing an appropriate leadership style and policies to suit the situation (Bennett et al., 2012). The article has helped me in understanding the existence of the generational difference, the risks, and strategies to mitigate and solve the generational conflicts or tensions.

Article Two: Kramer, M., Page, L. and Klemic, G., 2019. Evolving leadership: New clues and cues toward environment and context. Journal of Leadership Studies, 12(4), pp.82-85.

Summary

Leadership is never static; rather, it evolves as the working conditions change, which requires new skills and restructuring current techniques (Kramer et al., 2019). Organizations are complex adaptive systems due to rapid changes in the environment. The ever-changing environment makes businesses unpredictable, diverse, nonlinear, and adaptive to current trends. All the dynamics affect leadership behaviors and requires creativity. The organizational structures and operations are changing from commanding leadership to shared and interactive leadership styles. In adapting to the unpredictable business environment, transformational leadership is vital. The critical components emphasized in transformational leadership include; trust between a leader and employee, having emotional intelligence, and focusing on ethical leadership such as authenticity, integrity, and trustworthiness (Kramer et al., 2019). Training and development of leaders focus on career development and helps organizations move towards future uncertainties. Therefore, leaders are required to update their knowledge concerning people and tasks continuously. The capability of a leader to influence and have an impact on human capital is crucial for organizational prosperity. Transformational leadership provides benefits to the organization, enabling diversity, creating knowledge, team building, and preparing the leader for future environmental changes. Leadership style practiced needs to be focused in a dynamic community view rather than a mechanism (Kramer et al., 2019). Leaders need to apply their skills and competence in various situations, cultural and environmental conditions. The success of the organization depends on the flexibility of leadership in complex dynamics.

Leaders need to possess both interpersonal and intrapersonal abilities to be competent in their duties. The leadership complexity is contributed by factors such as gender balances, generational differences, and organizational culture and subculture dynamics. Technological use, such as robots and artificial intelligence, needs more creative and transformational leadership (Kramer et al., 2019). Also, employee engagement is an important aspect of ensuring transformational leadership. The openness to changes, having proactive behaviors, organizational culture, employees' mental health contributes to success in the firm, its stability, and its sustainability. Corporate responsibility and organizational behavior shape the future of the organization. Rewarding policies and present disciplinary silos might hinder the innovations in leadership. Leaders are challenged to transform from traditional ruling principles to innovative traits of leadership to solve complex demands of present and future business environments. Education of leaders for future uncertainties, having specified goals and commitments, knowledge creation that facilitate innovation and collaborations in an organization are significant actions for creating transformational leadership and ensuring success as well as the prosperity of the business (Kramer et al., 2019).

Commentary

The authors claim leadership should be an evolving duty whereby new skills are requiring or advancement of current capabilities a knowledge. Also, the organizations are referred to as complex adaptive systems because of their unpredictable nature in the future. The systems have subdivisions controlled independently despite having shared responsibilities (Kramer et al., 2019). They add that the subsystems impact leadership perceptions. In adapting the changing nature of the organizations, the article recommends transformational leadership as the best style to cope with the environment change. Further, emphasis on transformational leadership is said to be facilitated by training and development, engaging employees, and leadership competency (Kramer et al., 2019). On growth and practice, the author raises arguments that a leader should regularly enhance their understanding of people they serve and the tasks responsible. On leadership styles, the author proposes that leaders should consider organizations as a dynamic community to manage appropriately (Kramer et al., 2019). Also, the author argues a leader should be creative and possess intrapersonal and interpersonal talents to be well competent. Besides, the articles claim the impact of a leader to employees as fundamental.

I strongly agree wi...