Beyond those issues that early-age managers encounter while leading at the workplace

Nowadays, diversity in age is more than ever a distinctive part of the diverse workplace. Early-age employees, particularly, young supervisors or managers might face discrimination and similar issues while performing supervisory tasks not only with older employees but also with older peers.

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Keywords: Early-age manager, Leadership, Management, Diverse workplace.

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Presently, globalization has been challenging the way in which effective leadership operates in organizations. Companies must change and adapt since they are working in a turbulent environment, some authors said (Kotter & Cohen, 2008). These changes might be translated, for instance, into economic, demographic, and technological revolutions that are demanding companies to innovate every day. Consequently, it has been a trend to hear and read that diverse generations share their experiences at the workplace, in modern times. These generations are Traditionalists, Baby Boomers, Generation X, and Millennials (Pollak, 2014). It is important to mention that interaction of diverse generations increases the differences between co-workers. Furthermore, dominating the market and captivating customers require both experienced and early-age managers working collaboratively for generate substantial results.

On one hand, the junior leader’s image is perceived as less prototypical so they struggle with getting their team members acceptation (Buengeler et al., 2016). On the other hand, experienced leaders are recognized by their mature and decision-making skills. Additionally, they represent a significant part of the organizational culture, carrying meaningful experiences. Mature supervisors provide recognized expertise and early-age managers might be generally undervalued. However, the new generation of leaders offer diverse skills: they apply fresh knowledge, are more open to favorable feedback, and willing to change the status quo.

Management and leadership theories: general background

Leading is recognized as the management function of modifying behavior into people to act in a desired manner; in organizations, this comportment must accomplish strategic goals (Certo, 2006). Leadership theories have evolved and diversified with the passing of time. Early theories; firstly focused on the behavior of leaders; secondly, analyzed the role of followers as groups; and lately, they considered the nature of leadership and relationships as well. Contemporary perspectives, conversely, entail leadership as a dynamic process involving individuals and systemic approaches (Gosling, Jones, & Sutherland, 2012). For example, successful leaders must know how to manage conflicts. An effective leader must: have a sense of responsibility, be self-confident, have the high level of energy, provide empathy, apply internal locus of control, and use wisely the sense of humor when appropriate (Certo, 2006). Classification of leadership styles can be known as Autocratic, Bureaucratic, General, Servant, and Participative Management (Leonard, 2008). Leaders could accommodate their leadership style in order to generate win/win solutions (Gosling, Jones, & Sutherland, 2012). To be autocratic or performing authoritarian leadership implies dictating instructions and making decisions without consulting subordinates (Certo, 2006). Servant management entails the leaders’ responsibility to serve on behalf of their followers (Gosling, Jones, & Sutherland, 2012). Trough participative management, supervisors issue directives in order to discuss and integrate employees perspective, frequently generates high motivation and advances employee morale (Leonard, 2008). Another benefit is that employees experience better acceptance towards those decisions since they feel ownership and inclusivity. Indeed, it enlarges additional confidence and cohesion inside team members. In terms of communication inside work teams, effective communication is a meaningful part of the managerial function which depends on receivers and feedback. Some noises which impede effective interaction among individuals are identified as “too much information,” jargon, semantics, hierarchy, resistance to change, stereotyping, and lack of empathy (Certo, 2006; Leonard, 2008). Needless to mention, jargon or technical words might impede operational communication if there is no background about the terminology.

Generational diversity and resistance to change

Resistance to change is one of the most direct issues in which early-age managers might face communication issues. Some information received might not be consistent with their own aspirations and needs. Zenger and Folkman (2015) found that younger leaders are seen as non-trustable, non-experienced, an improper role model, insensitive, incapable of representing the organization and a person with low strategic vision. However, they showed an advantage in being welcoming to change, receptive to feedback, inspiring, dedicated to continuous improvement, results-focused, good in setting goals.

On the other hand, there has been a unique revolution of diverse generations at the workplace. These generations are described by Pollak (2014) as: “Traditionalists,” those born from 1922 to 1945. Second, “Baby Boomers” were born from 1946 to 1964 approximately. “Generation X” known as the tech pioneers, they were born between 1965 and 1981. Also “Millenials,” known as tech-dependent who were born during the years 1982 and 2000. Las but not least, the actual generation has been defined as "Generation Z," those born after 2000 and share similar characteristics with Millenials and they are and will be entering at the full-time positions environment.

Previous research including young managers

Based on the results of the literature review, some advice and guidance have been developed in books and textbooks especially for young or first-time managers (Lewthwaite, 2006; Pollak, 2014). Conversely, a diverse perspective analyzing the dyad of older and younger coworkers was developed by Collins, Hair, and Rocco (2009). They also studied how the reverse Pygmalion effect (expectations in a target person affect performance) generates differences in evaluations from younger supervisors versus older subordinates and vice versa. Additionally, the data US Department of Labor found that personnel between 20 to 34 years old have endorsed to management levels because of the competitive environment (as quoted in Uen, Wu, & Huang, 2009). Junior candidates are conscious about the new knowledge and skills they cannot offer. However, they tend to lose attention in several challenges associated with people’s attitudes, previous mindsets, and organizational values (Uen, Wu, & Huang, 2009). Shore, Goldberg, and Cleveland (2003) found that satisfaction and commitment when age differences exist are concernedly low. They partially validated the idea that older employees will receive negative evaluations and less training when are supervised by younger managers. In the same way, they supported with a survey their second postulate: older employees working under the supervision of early-age managers will offer unfavorable behavior.

Young leaders indeed carry valuable forms of knowledge

Non-mature managers employ distinctive knowledge which generates genuine inspiration and benefits operational performance. This unique insight represents a valuable asset and is unique compared with the information that senior leaders own. New approaches focus on continuous improvement vision which enlarges knowledge flow and innovation in a cost-effective way. Modern technology and communications tools enlarge faster decision-making processes at a remarkable pace which new leaders are more familiar with (Belker, McCormick, & Topchik, 2012). On the other hand, experienced managers contribute with differentiated expertise, this represents knowledge acquired from past exposures. However, young managers demonstrate the willingness to learn more, and they seek experiences in order to make them professionally trained. This forces organizations to perform participative management in order to generate synergy and complement organizational gaps. Furthermore, young managers portray a crucial role in driving organizations through new concepts in service, innovation, quality, and financial tools (Uen, Wu, & Huang, 2009). For example, Millenials and Generation Y individuals grew up in times in which minimalism, innovation, disruption, and environmental sustainability is more than a part of their DNA. Those topics represent valuable aspects that companies and customers have been urgently demanding. To sum up, different knowledge coming from younger leaders is crucial for succeeding in modern times.

How feedback changes among generations

The willingness to receive and integrate feedback in young managers is highly valuable. In fact, Buengeler et al. (2016) suggested that younger leaders create more mutuality through feedback than their older colleagues. When early-age bosses apply participative management, they enlarge the capability of influencing other employees. In addition, Hill (2003) suggested that leadership and management works the best when leaders perform high appetite for learning, are willing to work on their deficiencies, and seek for feedback. On the contrary, older managers are reluctant to request criticism and advice, stated Zenger and Folkman (2015). Another positive outcome of this situation, is that feedback is one crucial part of the effective communication cycle. At the same time, this constant inquiry of external appraisal generates communication improvement and engagement in relationships. Therefore, managerial outputs and the process of achieving goals is going to be highly supplemented. To sum up, feedback as part of effective communication is higher in junior managers, this enhances interpersonal effectivity.

Challenging status quo matters in early-age leaders

Young managers tend to show more involvement with innovation, optimization, and the capacity of challenging the status quo. They challenge everything they face inside the company without cultural bias as well. Senior employees tend to accept the status quo as something desirable, the more recent ones are willing to enthusiastically embrace change with optimism (Zenger & Folkman, 2015). Early age executives are willing to define stretch goals which enlarges teamwork and challenge performance (Zenger & Folkman, 2015). In the same way, Shore et al. (2003) conducted a research among 185 managers and 290 employees. They suggested that junior administrators perform better results in employee promotion, potential, and development than the senior ones. To sum up, change management is a key element that early-age leaders can successfully achieve in enterprises.

Ideas from opponents are welcome as well

The opposing point of view critique that nothing would be compared with experience, especially at management. Experienced professionals save time taking correct decisions faster and cheaper because they have learned from past practices. They comprehend how the organizational culture has been changed during their stay in the position. In the same way, mature supervisors have internalized procedures, rules, and formal directions in how the company works. Aged bosses differentiate what to do granting to the legislature, certification norms, and so on. Experienced workers equally share history with the corporation. Hence, they are infinitely valuable, their manner to proceed and execute tasks in certain ways reflects the culture of the company. In addition, older employees offer high valuable loyalty, seniority, and merit to the company because of their period of the stance. These arguments are indeed accurate and realistic; however, nowadays times are not flat and extreme dynamic. The actual workplace is extremely active, nowadays trends, social movements, lifestyles, and information change constantly in this ultra-globalized and diverse environment and markets. Organizations in this recent millennium typically operate with a remarkably diverse workforce in terms of gender, race, culture, and age. Young managers are more familiar with the aspects and can embrace easily as they represent part of the same diversity. In terms of disciplines, most managerial and operative processing tasks are nowadays functioning in the web and digital environments. Sophisticated technologies are being integrated and required as a skill. Examples of technologies in the modern workplace are Enterprise Resource Planning (ERP) software. ERPs help to link the legislature, countable, operational, undertaking, and physical environments in a digital space which information is exact, precise, updated, and instant. As well as touch, 3D, and mobile applications that integrate online and instant reporting, processing information, to name a few. Senior executives might confront discouraging situations when adapting their way to managing, reporting, and evaluating processes hosted by web tools.

Discussion

This research equally found that early-age managers offer drawbacks for companies, mostly due to external factors. Employers, senior management, more senior colleagues, and employees might incorporate the perspective that junior leaders nor inspire trust, neither are seen as a role model, and exhibit lack of strategic outlook. Shore et al. (2003) suggested that any interaction with differences of age between the manager and workman affects adversely in performance. On the contrary, they equally found that younger executives support more development experiences to younger laborers than their mature peers. However, employee satisfaction and commitment decreases when employees and managers have age differences, they stated. Hence, the literature suggests that indeed there are some issues and there is a gap between both the older and the juvenile workforce. This is the reason why most of the modern literature develops advice for modern managers to overcome barriers related to learning, leading, and engaging subordinates. The trend also is to target and frame the diverse generation so that way it is easier to embrace their differences (Eisner, 2005). Leadership is a complicated task when is performed across different generations, but continuous change and personal development are skills that entail assets for young bosses. Examples of these concepts are observed in publications by Belker, McCormick, and Topchik (2012), Pollak (2014), and Nurick (2012). Moreover, Buengeler, Homan, and Voelpel (2016) demonstrated that early-age managers are unperceived as leaders, since they do not fit with the desired stereotype. This shape turnover in their employees. This implies age discrimination exists, and negative behaviors can be a output of leadership tasks performed by junior administrators. They also confirmed the fact that youth leaders indeed apply contingent reward, this implied less involuntary turnover. In addition, early-age chiefs suffer interpersonal stress occasioned by their lack of social communication skills and differences caused with fellow managers, among others (Uen, Wu, & Huang, 2009). The last cause is related to the fact that young managers contain several differences in age group, morals, and background.

Let's consider some limitations

Some limitations are lying on the fact that there is no many research conducted measuring specific performance and differences about young managers struggling with the stigma of being inexperienced. Although this investigation aimed to broaden the scope and include different studies from Europe, Asia, South America, and North America. The evidence implies that young managers in most countries experience similar conditions and offer the same advantages. Secondly, this research does not include deep analysis inside the Management academies across the globe. Differences between leadership schools based on how they prepare their students might vary and differentiate some young professionals. Differences about culture and organization opportunities, aids, and mentorship provided by companies towards young managers might also offer variability in other perspectives based on participative management, change guidance, and communication among juniors.

Conclusion, and recommendations

In summary, it has been shown through a unique perspective the reality that early graduated supervisors might face at their positions and experiences. Although senior supervisors represent a valuable component inside any organization due to their expertise, young managers provide differentiated skills. They employ distinct knowledge, seek more for feedback which ensures effective communication, and continuously challenge the status quo. Findings from Uen, Wu, and Huang (2009) as well as from Buengeler, Holman, and Voelpel (2016) provide supportive evidence to some postulates. Critiques might defend that seniors belong to the organizational culture and save resources trough quick decision-making processes. These statements reflect truth and reality; however, younger managers also possess several advantages related with new technologies application. In addition, another valuable input that early-age leaders grew up in a dynamic and globalized world, an aspect that companies embrace to compete. The discussion considers ideas from authors who studied stress and age-discrimination in younger bosses. A few limitations mentioned are related to the fact that some studies and research covered few but meaningful cultures. The environment and procedures that companies employ towards modern managers differ, they can hinder or encourage the development of employees.

Companies need balancing and embrace differences in a way to mentor and enlarge skills in both young and old employees. Organizations, if manage this interaction properly, are going to be highly benefited and competitive, achieving substantial achievements. The research found also age-differences affect performance and results. Mature executives encounter difficulties towards young managers, and the newer ones also struggle with the characteristics of their senior peers. Age-discrimination and stress typically constitute the primary threats which new managers could suffer, so resilience represents the path to follow. Recommendations for young individuals rely on the attitude of being prepared to demonstrate their unique skills, that journey would be tough. This would work as a complementary manner in order to benefit the company, to inspire positivism. Primary graduated leaders might, additionally, develop enormous expectations about their influence inside any organization. These issues mentioned could generate deception and frustration. However, it must be taken into consideration the capability of leaders to change and fulfill lives in subordinates. They undertake the responsibility of generating valuable history inside an organization as ones whose legacy impacted positively with innovation, efficiency, technology, and humanity. Sooner or later, they are going to be the older ones facing also challenges with the new generations characteristics.

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References

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