After much research into leadership styles, gender traits and generational issues, we determined that while there are leadership differences between male and female leaders, they are more similar than different from the Baby Boomers to the younger generations. However, one thing that did become much clearer is that the most noticeable differences in leadership are not gender but generational driven.
The Traditionalists is the oldest generation in the work place today. The most prevalent characteristic of this generation is that the men typically were the leaders and the traditional role of women was to stay home and be the nurturer or if they worked, they were nurses, teachers, majored in the Liberal Arts in college, worked in retail or were in administrative jobs.
Differences do exist between the men and women who are leaders today, primarily due to their life experiences and expectations. This article will focus on the Baby Boomer, Generation X and Generation Y leaders. The underlying value systems of the Baby Boomer generation are the same and as a result they both lead from nearly identical perspectives.
While these differences originally distinguished male and female leaders, we have seen a merging of these styles into a blend of the best. Many of the traits that were once considered reflective of male leaders are starting to be expressed in a uniquely female approach. Likewise, traits that were once considered strictly female are often seen now in their male counterparts. A good example of this was Edmund Muskie’s presidential primary campaign which was derailed when vicious articles about his family brought him to tears and ended his opportunity to be elected. Yet recently the new House Majority Leader openly wept on national TV when discussing some of his most passionate issues with only a few minor repercussions. Today it is not unusual to find male leadership described as “humble” and focused on strengthening their listening and communication skills as well as visibly supporting staff members. Women are also learning how to rely on their own strengths and, while continuing to listen to all discussions, asking “what’s your point” or “what’s the bottom line”. As more women move into the “C” level positions and men grasp the value of many female leadership traits, they are collectively coming closer together in what it means to lead from a Baby Boomer perspective.
The generation of managers that are just beginning to emerge as leaders have a very different view of what it means to lead a company.The Gen X members have a very different understanding and expectation of even the most fundamental issues of leadership.
Gen X leaders come from the global perspective of wanting to make lives better, find solutions and opportunities that make society better while also benefitting the organization. They have no bias as to gender and accept leaders whether male or female; leadership is based on the expressed “passion to lead” rather than on expectations or the justification of having earned it. The legitimacy of their leadership approach is based more on actions that have been taken and the results that have been achieved. They tend to see the hierarchy of the Baby Boomer command and control as a hindrance and will minimize corporate formalities including offices and titles. Internally they tend to focus on their career path yet their leadership is focused on finding solutions that have a broader benefit to society while being beneficial to the company.
Since this is the first generation that “grew-up” with technology, they embrace it as one of the primary solutions to problems and opportunities, as well as the primary means of communication. The emotions associated with leadership are often expressed through the numerous acronyms and abbreviations used in their technology communications.
While members of the Gen Y generation are already displaying traits that will set them even further apart from the Baby Boomers and separate them from Gen X leaders this population is still too young to provide a comprehensive understanding of their leadership traits. Their overall focus appears to be on what they can expect to get out of a corporate position and will demand “meaningful” work no matter what position they hold. Leadership in their view is not given; it must be purposeful and earned and those that have emerged as leaders are passionate about ensuring a tolerance for diversity in any organization they are part of.
These individuals have been labeled stimulus “junkies” because of the multiple technological programs that have always been part of their lives. They also tend to be blunt and expressive in their emotions and communication styles, whether the communication is done verbally or through technical means.
Research, while providing concepts and ideas, can be misleading if not validated in the environment in which it was originated. In order to determine if these findings truly reflected what is going on in the workplace, we questioned some leaders to see if what we had found was reflected in the workplace.
Almost unanimously those we spoke to emphasize those differentiators between men and women that were once commonly found are disappearing. Whether due to mentoring, experience or other factors, male and female leaders are addressing issues in a similar fashion. There was also a consensus that gaining experience and understanding the organization and an industry were critical to leadership; a trait that is consistent with the Baby Boomer generation. Baby Boomers bring experience and tenure. When faced with a problem Baby Boomers want to know the root cause before they try to fix it. It’s important to know what was wrong with how it was done before. Baby Boomers want to dig in; to understand the problems. Both male and female leaders listen to staff and coworkers ideas, and frequently bring them into discussions about identifying problems and solutions.
The Gen X and Ys have passion for the environment and one of their focuses is to be socially responsible. Gen X and Gen Y also have parents who instilled work ethics in them; the ideal of doing it right. Their use of technology as a communication tool is as important to them as working in a team environment.
We looked at web sites from companies that were led by Baby Boomers and Gen X members. These sites reflected the leadership values seen in their respective generations. The mission, as stated by the Baby Boomer lead company was focused on making the company better so that it could help make society better. This, they stated, would be accomplished through a strong work ethic, daily improvement and self-discipline. On the other site, that of the company lead by Gen X members,mission statements focused on making lives better, maintaining profitability and having fun. Both of these sites clearly include what is expected of everyone on a daily and on-going basis. Both are successful companies. However, the focus from which they make their statement is vastly different
While we began this article with the assumption that a female leader’s style would be very different, what we found instead was that they would have been nearly identical to a male’s leadership style in the Baby Boomer generation.
The male and female Baby Boomers are becoming much more consistent in their leadership approach; how does their leadership style fit with the more open Gen X approach? Gen X is more open to new ideas, value the use of technology and see their responsibility to advance the greater good. On the down side Gen X are not concerned with “paying their dues” nor do they see the value in maintaining loyalty to any particular company. Because they use technology as the primary means of communication, their ability to form and retain relationships is questionable which most considered a significant problem since building relationships is critical to success. Overall they approach leadership as not a making the right decisions, but more of what’s the best solution.
In order to take advantage of the best of all leadership styles there must be a conscious effort to tackle the issues that can keep people apart. One of the most critical things we need to do is open the lines of communication between all generations and listen to what each is saying. More importantly we need to do so with an understanding that we are coming at the issues from a very different view point, than of the Baby Boomer and Traditionalist generations. Generation X and Generation Y have to understand the value of older generation experiences.
And speaking of communication, Baby Boomers need to appreciate and learn how technology can reshape the way we do business, not see it just as a tool to support existing processes. Gen X and Gen Y need to learn how to develop relationships and understand the value of personal connections.
Baby Boomers, Gen X and Gen Y need to understand how to manage and motivate people that are not of their generation since for the first time in history four different generations will be working in the same workplace.
It is not an easy task to change decades-long programs, policies and processes. If these diverse groups are to work together to lead us into a new business environment in the coming years, they must learn how to overcome these differences. There is still a long way to go in embracing and building the acceptance of multiple leadership styles that are a critical part of moving companies forward.
About the Authors (next page)
Barbara Perino, CPCC, ACC An Executive Coach, I help companies bridge the gap between the generations . bjperino@coachbjp.com
Rebecca Walzak, CQM A consultant in the area of operational risk management, she is a 30-year veteran in risk management, operations and mortgage servicing environments. Becky@rjbwalzak.com.
