HVAD LEDER VI EFTER - Ledelse på tværs af generationer

Abstract

Over the past few years, I have noticed a shift in the behavior of younger employees compared to generations before them, particularly in their motivation and level of attachment to the workplace. This sparked my curiosity to investigate whether there might be a generational issue at play. At the Danish Ministry of Defense Accounting Agency, recruiting and retaining younger members of the workforce has long been a challenge, resulting in a high turnover rate. Therefore, I have chosen to investigate whether this issue may stem from a lack of understanding of the values and motivational factors that younger generations, like Generation Z, prioritize. The case draws upon Karl Mannheim's generational theory from 1928 and Jean M. Twenge's 2023 model, ”The Technology Model of Generations”. Mannheim emphasizes the importance of the impact young people experience with their “fresh contact” with the world as they grow up, and how this reflection on established society is crucial for social development over time. I compare this interaction to the child in “The Emperor’s New Clothes”, who serves as an eye-opener for the previous generations. In this study, the characteristics of different generations - Baby Boomers (1946-1964), Generations X (1965-1979), Generation Y/Millennials (1980-1994), Generation Z (1995-2012), and Generation Alpha (2013-2029) - are examined based on insights provided by Marianne Levinsen, Head of Research at Fremforsk.dk, and Professor Jean M. Twenge from San Diego State University. There are differing opinions on whether generational differences exist or if our changing behaviors and values are simply the result of contemporary trends. According to some researchers, the differences within a generation are just as significant as the differences between the generations. However, this case primarily focuses on generational differences, based on generational theory, emphasizing that understanding these differences can be helpful. To investigate whether there are generational issues behind the challenge of recruiting and retaining employees, a qualitative study was carried out in the form of five semi-structured interviews with employees and managers from the Danish Ministry of Defense Accounting Agency and the Agency for Governmental Administration. The study was based on the formulation of the following research question: ”What effects do generational differences have on administrative agencies’ ability to attract, onboard, and retain young workers and new hires, and what managerial abilities are necessary to handle the complexities of cross-generational leadership”. The analysis is divided into two parts and was carried out via thematic coding. The first part reveals whether employees and managers from the two agencies experience generational differences and how these challenges are expressed. The second part of the analysis uncovers the respondents' suggestions on which qualities are needed to be successful in cross-generational leadership. During the literature search, I came across an article by cand.negot. Mie Sørensen Wittrup, who is part of the research group TRILO at the University of Southern Denmark. She recommends employing a Situational Dialectical method to manage Generation Z. I felt it would be interesting to compare the Situational Dialectical Leadership Theory proposed by the study group with the leadership attributes the respondents suggested. The last part of the analysis therefore includes a comparison of the two. Ballisagers Candidate analyses on Danes' working life from 2021 and 2024 are included in relevant parts of the analysis as supplementary and supporting data. The conclusion shows that generational differences are experienced at the Danish Ministry of Defense Accounting Agency and the Agency for Governmental Administration. Generation Z's need for ongoing development and the difficulty retaining them for more than one to two years are pointed out. The managers emphasize the importance of fostering relationships between the employees so that they can accommodate each other's differences, and thus benefit from each other's skills. In the perspective section I touch on, among other things, the importance of the older generations having an obligation to support the transfer of knowledge that should take place between the generations, partly the transmission of history, values, and experience and partly the openness to the young people's first impressions, which they reflect on us. I also touch on whether younger generations are faced with too many choices and whether it is pushing their vulnerability and dissatisfaction. One of the many topics that is not covered by this case, but undoubtedly affects the well-being of young people, is the use of social media. It is worth noting that the younger generations aren ́t the only ones using social media extensively, older generations do as well. Not only young people's use of social media is extensive, as are older generations. If we could only take one thing away from Twenge, as food for thought, I would suggest this quote from her book ”Generations, The Real Differences Between Gen Z, Millennials, Gen X, Boomers, and Silents - and What They Mean for The Future”: ” ... technology has saved modern citizens countless hours. Yet we often choose to spend that extra time consuming the products of technology. We have taken technology's priceless gift of time and used it to watch funny videos and lust after other people's lives -” - Twenge 2023.

A master programme thesis from Aalborg University

HVAD LEDER VI EFTER - Ledelse på tværs af generationer

[ZOOMING IN - on Cross-Genarational Leadership]