Globally Responsible Intergenerational Leadership

Today's workforce is more diverse than ever, comprised of five generational cohorts: Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. As each generation has its own values, beliefs, and expectations, their leadership preferences pose new challenges for organizations. In this chapter, leadership approaches are discussed, and the differences and similarities among preferred generational leadership styles are examined. The purpose of this chapter is to determine an appropriate leadership style that meets the needs of all generations, and globally responsible inter-generational leadership has been suggested as the most effective approach.

The Call for Global Responsible Inter-Generational Leadership

Global systemic risks of climate change, over-indebtedness in the aftermath of the 2008/09 World Financial Crisis and the need for pension reform in the wake of an aging Western world population, currently raise attention for inter-generational fairness. Pressing social dilemmas beyond the control of singular nation states call for corporate social activities to back governmental regulation in crisis mitigation. The following chapter therefore promotes the idea of inter-generational equity in the corporate world to find an inclusive solution comprised by the public and private sectors. In the given literature on global responsible leadership in the corporate sector and contemporary Corporate Social Responsibility (CSR) models, inter-generational equity appears to have been neglected. While the notion of sustainability has been integrated in CSR models, inter-generational equity has hardly been touched on as for being a more legal case for codifying the triple bottom line. Advocating for integrating inter-generational equity concerns in CSR models in academia and practice holds untapped advantages of economically influential corporate entities, corporate adaptability and independence from voting cycles. Integrating a temporal dimension in contemporary CSR helps imbuing a longer-term perspective into the corporate world alongside advancing tax ethics and global governance crises prevention. Practical implications for the financing of an inter-generational harmonious solution on climate change burden sharing are proposed. Future research avenues comprise of investigating situational factors influencing inter-generational leadership in the international arena in order to advance the idea of corporations tackling the most pressing contemporary challenges of mankind.

The Call for Global Responsible Inter-Generational Leadership

Global systemic risks of climate change, over-indebtedness in the aftermath of the 2008/09 World Financial Crisis and the need for pension reform in the wake of an aging Western world population, currently raise attention for inter-generational fairness. Pressing social dilemmas beyond the control of singular nation states call for corporate social activities to back governmental regulation in crisis mitigation. The following chapter therefore promotes the idea of inter-generational equity in the corporate world to find an inclusive solution comprised by the public and private sectors. In the given literature on global responsible leadership in the corporate sector and contemporary Corporate Social Responsibility (CSR) models, inter-generational equity appears to have been neglected. While the notion of sustainability has been integrated in CSR models, inter-generational equity has hardly been touched on as for being a more legal case for codifying the triple bottom line. Advocating for integrating inter-generational equity concerns in CSR models in academia and practice holds untapped advantages of economically influential corporate entities, corporate adaptability and independence from voting cycles. Integrating a temporal dimension in contemporary CSR helps imbuing a longer-term perspective into the corporate world alongside advancing tax ethics and global governance crises prevention. Practical implications for the financing of an inter-generational harmonious solution on climate change burden sharing are proposed. Future research avenues comprise of investigating situational factors influencing inter-generational leadership in the international arena in order to advance the idea of corporations tackling the most pressing contemporary challenges of mankind.

Generational change in Australian school leadership

Purpose – The purpose of this paper is to report on a study examining the existence and perceived influence of “generational collide” for teachers and leaders across three generations – Baby Boomers, Generation X (Gen X) and Generation Y (Gen Y). The study sought to further determine if a teacher’s generation, gender, school level or position influenced their beliefs about generational leadership change. Design/methodology/approach – This study employed a cross-sectional survey using an explanatory sequential mixed methods design. A random sample of teachers and leaders from schools in the Sydney metropolitan area participated in a questionnaire (n=244) and a purposive sample of eight participants from each of the three generational groups (n=24) participated in a follow up interview. Findings – The data revealed that teachers and leaders across all three generations agreed that “generational collide” is real and is currently happening in some schools. Each generation has their own perceptions about the “collide” and often do not recognise that this may differ for other generations. In relation to the key variables, this study demonstrated that primary teachers were significantly more likely to believe that generational leadership change was happening than secondary teachers and that Baby Boomers were significantly more likely to view their staying on past retirement age as positive compared to both Gen X and Gen Y. Practical implications – The findings from this study have practical implications for system leaders charged with the responsibility of providing the supply of quality leadership for schools through effective succession planning programmes and policies. Social implications – The findings from this study have social implications for principals’ (and deputy principals’) professional associations who have the responsibility for the personal, professional and career welfare of principals and aspiring principals. Originality/value – This paper adds to the growing body of evidence around generational collide in schools by providing an Australian perspective on the phenomenon. Moreover, this paper raises important concerns for school leaders and administrators involved in leadership development initiatives at the micro, meso and macro levels. Teachers in each generation have specific beliefs around promotion, career pathways, knowledge transfer and talent retention that need to be recognised and considered in future succession planning.