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In many respects, those differences are directly attributable to the dominant goals, values, and norms to which individuals were exposed during their formative years and throughout their vocational training and early work experiences (Swearingen, 2004).
The obvious implications for a leader of a mixed-age group of workers is that a single leadership or management approach may not be equally effective for all members of the team. Ideally, to the extent different team members are receptive to different leadership styles, it would be advisable to accommodate those predispositions as much as reasonably possible without compromising authority. For example, a nursing leader who generally employs a transformational leadership style that is effective with younger employees who prefer to be led does not at all preclude simultaneously incorporating more of a management-oriented approach on an individual basis to accommodate the needs and preferences of older employees. Ideally, a nursing leader in this position would apply the transformational style to the entire group but would supplement motivation through transformation...
That approach would allow the leader to maximize the benefits of transformational leadership with respect to the younger nurses on staff while providing the direct management-type performance-based feedback that best motivates older workers without alienating members of either group.
References
Swearingen, S. (2004). Nursing Leadership Characteristics: Effect on Nursing Job
Satisfaction and Retention of Baby Boomer and Generation x Nurses. Retrieved January 9, 2011 from:
hTTP://eTD.fCLA.eDU/cf/cfe0000205/sWEARINGEN_sANDRA_l_200412_pHD.pDF
Medley, F. And LaRochelle, D.R. "Transformational leadership and job satisfaction."
http://www.unc.edu/courses/2009fall/nurs/379/960/M7%20leadership%20effectivness%2009/medley%209708201190.pdf
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