Evolved Leadership for a Multigenerational Workforce (Leading with character, not coercion)
I recently caught up with a colleague for the new year and we inevitably started to reminisce about some of our most awkward interactions with a leader we dealt with whose default in dealing with subordinates was limited to negative reinforcement.
We rehashed our most miserable stories and then both of us stopped and said, “Well this individual wasn’t the only abusive leader we had to deal with.” We started to tell tales of other companies and other leaders.
I mentioned a leader who asked me at my final dinner interview if it was better to be feared or loved. I looked across the table and thought Machiavelli, the Prince, medieval Europe city states, 16th century, etc. What the hell does this have to do with managing knowledge workers of the 21st century? But I looked at that leader who I would work with for the next couple of years and just said, “feared, of course.” I got the job. Then my colleague told me about one of their sales leaders who used to yell on forecast calls and that this leader actually thought there was a correlation between how loud they yelled and the forecast changing to their liking. The stories went on and on.
I shared with this colleague that I had recently audited and served as an advisor for a leadership program at a local university. In providing feedback we discussed the multigenerational nature of the workforce today, and the fact that along with competency and vision, the character of the leader is something that resonates across the generations.
So, I am writing this article to say that no matter how many tyrannical leaders or authoritative bosses you have had to deal with, if you want to be an effective leader in today’s workplace, put the bully and negative reinforcement away and focus on your Character. From Baby Boomers to Generation Z, employees seek not only technical competency and innovation from their leaders but also guidance rooted in ethical principles and moral character. As workplaces become more multigenerational, the ability to lead with integrity and foster a culture of respect and inclusivity will define truly great leaders.
Understanding the Generations in the Workforce
To lead effectively, it is essential to first understand the key generations currently shaping the workplace:
Baby Boomers (Born 1946-1964): This group values stability, loyalty, and hard work. Many Baby Boomers have spent decades in their careers and prioritize a strong work ethic and clear hierarchies. They expect leaders to show competence, experience, and the ability to honor long-term commitments.
Generation X (Born 1965-1980): Often seen as independent and pragmatic, Gen Xers value work-life balance and autonomy. They look to leaders who can foster trust, encourage flexibility, and respect their expertise while providing space to thrive independently.
Millennials (Born 1981-1996): Millennials prioritize purpose, collaboration, and personal development. They want leaders who are transparent, inclusive, and capable of aligning organizational goals with their own aspirations for growth and societal impact.
Generation Z (Born 1997-Present): As digital natives, Gen Z workers value innovation, diversity, and quick adaptation to change. They expect leaders to embrace technology, promote social responsibility, and actively seek out their input.
Despite their differences, all these generations share a common demand for leaders who operate with moral clarity, demonstrate strong character, and create an environment of mutual respect.
Why Character Ethics and Morality Matter
In the age of rapid technological advancement and shifting workplace norms, ethical and character-driven leadership is more critical than ever. While each generation has unique preferences, they all respond to leaders who:
Demonstrate Integrity: Employees of all ages want to work for leaders who act honestly and uphold their promises. A leader’s integrity fosters trust and ensures stability, even in times of uncertainty.
Exhibit Empathy: Understanding the personal and professional challenges of employees is essential. A leader’s ability to empathize with the diverse needs of their workforce fosters loyalty and strengthens collaboration.
Lead by Example: Employees expect their leaders to model the behaviors and values they promote. Whether it’s accountability, perseverance, or ethical decision-making, actions always speak louder than words.
Prioritize Fairness: Leaders must strive for equitable treatment across the board, ensuring that employees feel valued regardless of their background, experience, or generational identity. If there is a perception that people who played a college sport or are from a certain ethnicity are favored, you have done something wrong and need to correct those perceptions.
Walk the walk as well as talk the talk: remember that your actions must be aligned with your words. Telling someone they can hire whoever they like in a position and then telling them they must hire an individual you already selected for them will do nothing but create mistrust.
Hold people accountable but do it in the proper way: if someone is not measuring up, you need to give them that feedback but do it in a one-on-one manner and be very specific on where they are not meeting your expectations. Don’t be phony; if you think they will never measure up to the role, help them find another one they can succeed in or exit them from the company (aka Jack Welsh’ false kindness). Never reprimand people in a group setting or use sarcasm to make a point.
Lastly, Look in the mirror: think about how you are perceived with your words and actions. Do people trust you? Do they respect you? Do they think they are in a fair environment to succeed and will be treated equally with others? Each generation of workers has a different tolerance for the items mentioned above, but trust and respect span all generations.
Adapting Leadership to Manage Generational Differences
To navigate the complex needs of a multigenerational workforce, leaders must develop specific strategies:
Foster Open Communication: Generational misunderstandings often stem from a lack of dialogue. Leaders should create opportunities for employees to share their perspectives, whether through team meetings, mentorship programs, or anonymous feedback channels. This was a previous topic which one of my partners wrote an article on, but do everything you can to ensure your meetings are not just effective and efficient, but provide value to everyone invovled.
Promote Shared Values: While generational preferences may vary, shared values such as respect, collaboration, and fairness transcend age. Leaders should identify and emphasize these commonalities to unite their teams.
Embrace Flexibility: Baby Boomers may prefer traditional work structures, while Millennials and Gen Z often seek flexible schedules and remote work options. Effective leaders balance these needs by offering adaptable solutions without compromising organizational goals.
Leverage Strengths: Each generation brings unique skills to the table. Baby Boomers’ experience, Gen X’s independence, Millennials’ tech-savviness, and Gen Z’s innovative mindset can create a dynamic, high-performing workforce when harnessed effectively.
Invest in Development: Professional growth is a universal aspiration. Leaders should provide opportunities for skill-building, mentorship, and cross-generational learning to foster a culture of continuous improvement. With the increased use of AI, creating a learning culture where you and your teams are constantly learning and evolving is extremely important.
The Long-Term Impact of Ethical Leadership
Ultimately, it is the leader’s character and moral compass that will define their ability to manage across generations. Ethical leadership builds a culture of trust, where employees feel empowered to collaborate, innovate, and reach their full potential. It also ensures that organizations remain resilient in the face of challenges, as morally grounded leaders are better equipped to make decisions that prioritize the greater good.
By leading with character and embracing the diversity of a multigenerational workforce, today’s leaders can inspire loyalty, drive engagement, and set the stage for sustained success. The best leaders recognize that managing people is not just about meeting business goals - it’s about creating an environment where all employees, regardless of generation, feel valued, respected, and motivated to contribute their best.
By Duane Kotsen, Partner