LEADERSHIP, CULTURE AND GENERATIONAL GAP: A MEDIATION ANALYSIS

Abstract

Generational differences in organizations generate critical influences on the leadership process and culture. These affect the objective outcomes of organizations. The purpose of the study is to adopt culture as a mediation for the differences between leadership and Generational Gap. For instance, in the workplace, leadership and Generational Gap in every organization are made up of people from diverse cultural contexts. The methodology was Interpretative Phenomenological Analysis [IPA]. This method was adopted to observe perceptions, meaning, and faith practices as it concerns leadership and Generational Gap, mediated by culture derived from Baby Boomers, Generation X, Millennials, and Generation Z. The expected data were textual and thematic to identify patterns and structure, which were sourced from the literature and documented real-life case studies. The findings vary between different generations. The younger generations were more comfortable with leadership and culture that are flexible and inclusive, more like the quick changes of the television screen. On the other hand, older folks preferred structure and routines. There was the need to understand these two perspectives to appreciate the different viewpoints and respond to the tension that was generated in the workplace. Understanding and applying the generational Gap mediation in leadership and culture of the workplace had indirect impact on conflict, engendering inter-generational agreement and collaboration. This led to effectiveness and efficiency in the organizational sphere. The implication is that leadership needs to be trained to be adaptable to generational differences, culturally competent and engage in dialogues between generations.