The Pedagogy of Emotional Intelligence Ei in the Workplace for Generations Baby Boomers

Multigenerational Workforce Motivation Leadership Style

Talent management and human resource management personnel have, been aware of the commercial value of creating and leveraging an all-encompassing, diverse workforce for several years. Recruitment and employee retention programs have focused on gender, ethnicity, race, recruitment and career development of veterans, disabled persons, etc. One can observe increased demands among corporate personnel, to include multigenerational diversity in their organizations. Talent and human resource managers have to take into account the impacts of multiple generations on the organization, while designing their inclusion and diversity programs. Multigenerational workplaces pose unique opportunities and challenges to organizations leveraging the fortes and talents of every generation for benefitting the bottom line of the company (Kordbacheh, Shultz & Olson, 2014). Modern-day business owners and managers face unique challenges by the presence of multi-generational workers. An inadequate understanding of generational disparities results in workplace conflicts, increases employee turnover, and decreases productivity. More experienced employees may experience frustration when faced with an apparently disinterested younger staff. Meanwhile, the relatively fresh faces (i.e., young employees) may be disenfranchised with established organizational hierarchies. Furthermore, individuals charged with leading such a broad workforce may experience frustration within each employee (Acar, 2014). The present-day workforce is unquestionably multigenerational, comprising of four generations, namely, the Traditionalists, the Baby Boomers, Gen X, and Millennials or Gen Y. These individuals' life experiences have permanently shaped their respective work preferences and values. This unprecedented, swift demographic move has left a number of business executives wondering how their firm will adjust to "4G" denominations.

Problem Statement

From late teens to the age of 70 years, the modern workforce comprises fresh graduates, parents and grandparents (Thompson, 2011). The U.S. reports having 53.4% unemployed youngsters - a post-- Second World War highpoint (Lieber, 2010). For enterprises, the general problem is: organizational leaders are hard-pressed to come up with a preferred style of effective leadership when dealing with all generations of its workforce. The specific problem for businesses is that there are some executives having little knowledge to employ effective tactics for motivating distinct generational cohorts.

Research question

What style of leadership do leaders leading a multigenerational staff adopt for employee motivation?

Workplace EI (Emotional Intelligence) training for the following generations: Baby Boomers, Gen X and Gen Y

The generations

For appreciating individual generational differences, it is imperative that one understands every generation's formative events and the way those events influenced their workplace expectations.

i. The Traditionalists

Individuals born prior to 1946 are labeled as "Traditionalists," the "Greatest Generation" or the "WWII Generation." Modern-day workers were mostly too young to participate in the Second World War, but state that the war was the one most significant event of their childhood. These individuals grew up in strongly-bonded nuclear families; their parenting was linked to strictness and discipline. Traditionalists are strongly committed to their families, their nation, and their community. Their childhood was also marked by the 1930s' Great Depression, so they perceive work to be a privilege. Traditionalists possess strong work ethics, translating into experience and stability. Numerous organizations regard them as valued personnel. The other valuable assets of Traditionalists, which benefit their organization, include dedication, knowledge, perseverance, focus, and loyalty. Owing to their traditional principles and their outlook towards work (they consider it a privilege, as stated previously), they find workplace conflicts unpleasant and avoid voicing their disagreement with others readily (Susaeta, Pin, Idrovo, Espejo & Belizon, 2013).

People of this generation prefer working for directive individuals who provide specific instructions and logically tackle workplace challenges. Further, they prefer working for respectful managers, who are explicit in establishing long-term objectives and job expectations, and exhibit the qualities of consistency and fairness. Traditionalists had no exposure to technology in their growing years and thus, show preference for direct one-on-one communication. While they constitute a small share of the present-day workforce, working Traditionalists intend to continue working, for personal and monetary reasons. Conversely, organizations wish to ensure such people are retained, owing to their experience and extensive knowledge, which cannot be replaced easily. Traditionalists might wish to supplement earnings or may merely not be inclined to withdraw from working, completely. Nevertheless, they do seek flexibility in weekly work hours. Organizations must concentrate on face-to-face interviews and respect the experience and age of Traditionalists while recruiting them (Dowd-Higgins, 2013).

ii. Baby Boomers

Until quite recently, this generation dominated the workplace. These individuals were born from 1946-1964 (i.e. post-WWII), in large numbers. This generation's formative events include the American civil rights movement, moon landing, Vietnam War, John F. Kennedy's assassination, the American feminist movement, and Woodstock. Similar to Traditionalists, this generation possesses a powerful work ethic. However, unlike traditionalists (who consider work a privilege), Baby Boomers' work ethic is attributed to their interest in acquiring wealth, prestige, and rank. Baby Boomers are competitive, goal- and service- oriented, highly loyal employees. Furthermore, they work well in teams (Dowd-Higgins, 2013). They dislike conflicts and are typically not budget-minded. They are disinclined to oppose their peers, usually give precedence to process over results, and prefer working for those who seek their consensus (thus, treating them not as subordinates, but as equals). Baby Boomers prefer managers with a democratic leadership approach, who are warm and caring and work with teams for defining their missions. Though the oldest of this generation are close to their retirement age, several of them are entirely foregoing retirement or, at least, delaying it, for personal and financial reasons. Some are even taking completely new career paths (Susaeta et al., 2013). In the context of Baby Boomer recruitment and retention, HR personnel must provide phased retirement schemes and flexible work arrangements to encourage this generation to continue providing their valuable services a while longer. With a majority of these individuals at the verge of exiting the workforce, leaving companies bereft of valuable experience and knowledge, companies must devise sound retention strategies. Knowledge transfer programs must be designed as well for helping this generation impart their expertise and knowledge to next-generation leaders, thus, avoiding the imminent "brain drain." "

iii. Generation X

Born during 1965-1979 years, this generation receives less importance compared to the highly populated and much discussed Baby Boomers and Millennials. Gen X witnessed the following events: energy crisis, Chernobyl disaster, Watergate, AIDS, Three Mile Island incident, and the Berlin Wall's fall. This generation was largely exposed to chaos and uncertainty. It also witnessed throngs of mommies joining the workforce, as well as divorce. The rate of divorce shot up, reaching an all-time highpoint of 40 divorcees for every 1,000 married females during the seventies, as compared to the fifties' figure of 15 divorcees for every 1,000 women (Dowd-Higgins, 2013; Brady, 2013). Consequently, a number of Gen X individuals experienced early independence and were trained to survive, and succeed, when faced with change. Their attributes include adaptability, independence, resilience, and flexibility (Dowd-Higgins, 2013).

This generation has considerable technical proficiency, having witnessed the Internet's advent. They are suspicious and uncertain when it comes to accepting authority. They like honest, open and laidback leaders, and desire continuous training and opportunities for development (including lateral opportunities). Owing to the fact that their entry into the workforce took place during economic recession, a Generation X worker is typically results-oriented and prefers flexibility in work techniques (Brady, 2013). For recruiting and retaining these individuals, talent and HR managers must allow autonomous work, express explicit, measurable goals, and provide flexibility. A study conducted in 2013 revealed that members of the preceding and succeeding generations consider Gen X members the ideal individuals when it comes to team building and revenue generation (Brady, 2013). Additionally, Gen X people are perceived as least prone to being cynical, patronizing, or hard to work alongside. The research further discovered that this generation is inclined to depict greater flexibility, more inclusiveness, and better vision and communication skills, as compared to the Millenials or Gen Y (Brady, 2013).

Moreover, Generation X prefers a balance in their professional and personal lives and does not mind working less to attain this balance, causing some to label members of this generation as "slackers." Further, Gen X workers are accused of cynicism and distrustfulness (Alsop, 2013). Talent and HR management personnel desiring to hire and retain Gen X workers must take into consideration its preference for job-related flexibility. Gen X values new learning and yearns to acquire novel experience and skills. This yearning may be satisfied by offering them horizontal and vertical challenges and opportunities within the company. This generation has an entrepreneurial and independent nature, hence, for keeping Gen X workers engaged, organizations must provide them with a fair amount of vertical mobility and freedom.

iv. Millennials/Generation Y

Roughly, 80 million individuals have been born from 1980 to 2000; by the year 2020, this generation will make up 46% of the workforce of America (Kratz, 2013). Millenials witnessed the Oklahoma bombing, Enron, Columbine shootings, Hurricane Katrina, and the 9/11 attacks, all of which influenced it. While these disasters indelibly affected this generation, nothing was more influential in defining Gen Y than the World Wide Web and the Internet, which offered to the world an entirely new universe of opportunities. Millenials are considered as digital natives, having had round-the-clock Internet access right from childhood. This influenced their way of solving problems, seeking information, interacting with, and relating to, other people (Valcour, 2013). Their technological fluency, together with its impact on interpersonal interactions and expectations pertaining to information flow, might be the root cause of work-related conflicts between Baby Boomers and Millennials. The former are accustomed to workplace hierarchy, where information flow was strictly constrained and personal relationships represented the key to progressing up the organizational ladder.

Millennials are characterized by the following traits: they expect ready information; communicate via text messages; and reject organizational hierarchy and the conventional top-down channel of communication in organizations (Valcour, 2013). Further, it is characterized by the greatest level of diversity and will serve to redefine workplace diversity. As per a Pew Research Center analysis, Whites account for 59.8% of Gen Y individuals (the lowest ever figure), Hispanics account for 18.5%, Blacks account for 14.2%, Asians account for 4.3%, and other races account for 3.2% of Gen Y individuals (Pew Research Center, n.d). However, ethnicity or race is not the only factor contributing to this generation's diversity. The home life of this generation varies from that of its predecessors. Many members of Gen Y have grown up in blended homes, same-sex homes, and single-parent backgrounds. Unlike the previous generation, Gen Y is characterized by close supervision by parents. Every moment of their upbringing was scheduled carefully and minutely. Millennial parents represent the strongest advocates of their offspring and put their kids first. Consequently, Millennials trust authority more than the prior generation. They participated in team sports, in which every individual won trophies irrespective of what the place they achieved. Their life experiences molded them into achievement- and goal- oriented individuals who set much store by corporate and social responsibility. Millenials are great team players, tech savvy and optimistic in nature. They desire constant praise and feedback, on account of constant supervision by parents while growing up, together with instant gratification of many wants and needs by technology (Valcour, 2013).

Furthermore, Gen Y represents the most aware of all generations. Members of this generation value and seek meaningful work, through which they feel they belong to the organization and its mission. They attach more importance to aiding others than receiving a huge paycheck. The basic expectation for this generation is a balance between personal and professional life; they expect enough flexibility to work where and when they desire (Dowd-Higgins, 2013). They also tend to jump frequently from job to job, seeking fresh opportunities for individual growth and their own unique employment terms. A number of their values are common to other generations; these include social responsibility, corporate responsibility, need for appreciation, flexibility, and the drive to make some difference. However, as compared to prior generations, Gen Y workers will more likely communicate to their employers what exactly they value. They are also not worried about changing their job/career if unhappy with it (Valcour, 2013). They prefer working for individuals who adopt an educational leading approach and devote time to understanding their professional and personal life goals. Millennials appreciate bosses who motivate them, coach them, show optimism, provide structure, and are collaborative and achievement-oriented. They are suspicious of bureaucracy and heavily reliant on social groups. Consequently, talent and human resource managers must draw in Millennials who will make up the organization's future leadership. For ensuring engagement of Millennial workers, companies should provide them with meaningful work. These workers wish to know the extent of contribution of their job to overall corporate mission. Lastly, they look for opportunities where they can give back, via philanthropic and volunteer activities.

Emotional Intelligence of Generations

Workplace success cannot be guaranteed by mere bookish knowledge, a lofty educational degree, or years of experience. Companies and their achievement-oriented, conscious executives require a high emotional intelligence (EQ) rate for being successful. EQ refers to the ability of identifying and managing the emotions of oneself and others. It is as important as IQ (intellectual ability). Generational difference in workplaces is not an entirely novel concept. However, the significance of these disparities is a novel facet and presents never-before-seen challenges to businesses across the globe. Modern-day multigenerational workplaces necessitate an understanding and appreciation of diversity by organizations, for benefitting from it. Every generation desires respect and importance (Akduman, Hatipo-lu & Yuksekbilgili, 2015). Of late, a significant change is transpiring in workforce needs and companies are incessantly seeking motivation. EQ is highly significant to multigenerational work settings as it boosts workforce productivity, job satisfaction, leader proficiency, and workforce happiness. It also forges mutual employer-employee relationships that brings personnel commitment to their firm (Njoroge & Yazdanifard, 2014: 34).

In addition to composition of about 4-5 generations, the modern workplace is increasingly witnessing multiple languages and races/ethnicities, in addition to disparities in religion, gender, principles, and personalities. The latest shifts are associated with certain fundamental transformation. In the earlier generational changes, fresh employees would normally adapt their personal behavior and expectations to workplace/organizational realities. Today, however, the new generation of workers expects their company to bend to their rules, whether for better or for worse. EQ enhances managers' ability to comprehend their subordinates' behavior, as well as motivation of peers having different values, using which they can find common ground for constructing an efficient and cohesive team for achieving workplace tasks (Akduman et al., 2015; Mortana, Ripolla, Carvalhob & Bernala, 2014).

In particular, Baby Boomers and Millenials -- the largest cohorts of the present-day workforce vary highly in their self-management abilities. Growing up with an excessively large number of video games and instantaneous gratification of internet-related needs has made Millenials lag in their self- management abilities. Apparently, growing up in the care of doting parents has made this generation of new workers self-indulgent; they innately display a myriad of emotions as soon as they face a tense situation. Nevertheless, a profounder look brings to light another explanation. Within the very same generation, older members exhibit better EQ abilities compared to younger members, in spite of sharing identical generational influences. The ability of self-management improves with age. Maturity and experience help individuals rein in their emotions more effectively (Akduman et al., 2015).

EQ entails the ability of perceiving emotions, assimilating feelings associated with emotion, understanding emotion-related information, and managing them. Companies and their achievement-oriented, conscious executives require a high EQ rate for attaining success. Every generation was raised in a unique, different era and has been instilled with different principles. Management of this generational gap is rather challenging if all workers are viewed from the perspective of one's own generation (whatever it may be) (Akduman et al., 2015). Individuals belonging to other generations, backgrounds, genders, cultures, and management status, possess different ideas and perception, values, means of obtaining things, and communicating. Among the biggest management challenges is getting Gen X and the Millenials to work together. With workplace generational differences, companies and their executives ought to have some clue as to how they must relate to the different generations of workers. Therefore, studies that define definite inter-generational differences are crucial in surmounting this challenge. The aim of this study was analyzing different generations' EQ. It concluded that there is no difference in EQ between Gen X and Gen Y. Every generation displays different dispositions and values; however, EQ remains unconnected. It is a common variable, which must be assessed independent of the different generations in a work setting (Mortana et al., 2014).

Multigenerational conflicts

Whereas Baby Boomers might expect a direct meeting or telephone call when it comes to important matters, younger employees will likely prefer a virtual mode to solve problems. Furthermore, disagreements may arise concerning management style. Millenials, unlike prior generations who are used to yearly or biannual appraisals, are used to getting immediate feedback and praise from parents, mentors, and teachers, and thus, may feel lost or resent it if they fail to receive prompt supportive communication from their superiors. One study revealed that over 70% of senior employees appeared to dismiss the abilities of their younger colleagues (Anitha, 2014). Similarly, about 50% of organizations admitted that younger workers dismissed their older colleagues' workplace abilities (Anitha, 2014). Gen X and Millenial workers consider the conventional 'command and control' leadership style to be obsolete. This one-way, top-down leadership approach derived from military leadership models does not work in the modern-day business setting. The current young leaders are more inclined to take action first and make amends or assess their decision later. Their argument is that an effective leader allows experimentation to evaluate in the fast-paced environment of today (Acar, 2014; Anitha, 2014).

What leaders can do

Managers ought to know and acknowledge generational value differences for avoiding any misunderstandings and enhancing team effectiveness. The different generations must try to learn from one another, as this activity creates a range of perspectives, while leveraging experiences and effectively improving how the team works, creating innovation, and diversifying the company's client base. While all workers might not behave in accordance with all the values or characteristics that define their generation, understanding the fact that all generations possess their own distinct styles will facilitate change, team building, increased innovation and productivity, and will, importantly, aid leaders in successful staff management. For instance, all generations have their unique communication style, feedback needs, perspective and principles (Anitha, 2014). In the same way, all generations have distinct expectations with regard to their career, work and family life balance as well as other values impacting workplace behavior. Intergenerational conflicts usually take place when differences exist in engagement perceptions and communication styles. Management has to bridge these gaps, whether imaginary or real, using all experiences and techniques at their disposal, and essentially, with highly effective communication.

Communication Differences (Lavigna, 2015; Anitha, 2014; Acar, 2014)

Silent Generation

Written communication is considered more effective and inclusive.

Baby Boomers

More informal, open, and direct communication. Staff meetings and group information processing allowing discussion are given importance. Preference is given to direct or telephonic modes of communication, however, email will also be used.

Generation X

Drawn to communication involving technology. A bottom-line communication approach. This generation may be bored with meetings where considerable discussions are engaged in prior to making decisions.

Generation Y

Expects instantaneous feedback. Might express frustration when they don't receive prompt responses to their emails, text messages, etc. Enjoy teamwork, but read less (thus lengthy procedures and policies might not be effective). The ideal means to get across to this generation is via chatrooms and emails.

Notably, Gen X -- now the key cluster in the consumer market, and arbiters of family, community, and parenting philosophy -- are assuming leadership positions in numerous corporations, while the Baby Boomers are stepping down or retiring/leaving. Millennials await the Boomers' impending exit, so that they can access the freed up top slots (Lavigna, 2015).

Every employee craves recognition, feedback, and access to adequate resources for performing their job. It is vital to maintain flexibility in organizational communication styles, for creating an environment in which the workforce can work to its utmost ability. Every individual must first gain recognition as a unique individual first, and feel the company values them for their individual contribution (which represents one multigenerational opportunity). With the existence of a vast number of differing perspectives, companies do not have any excuses for their inability to bring the right product/service to the market, retain top-level staff, or tailor the most superior-quality service. A widely adopted approach is emphasizing the goals and areas shared/common at the level of the organization, in addition to acknowledging every employee's individual contribution. Positive top-level management examples and awareness training are beneficial, as is placing a generational mix in teams, since evidence exists that, for projects of a longer term, a better result will be attained with a heterogeneous group as compared to a homogeneous group (Dowd-Higgins, 2013).

Motivating the multigenerational workforce

The basic steps to effective leadership are accepting and espousing generational disparities. Improving employees' performance levels and motivation in multigenerational workplaces firstly requires an evaluation of personnel population. Subsequently, managers should endeavor to sustain a workplace climate supporting this diverse population. Maximizing relationships among the different generations will lead to development of a culture necessary for utmost levels of employee motivation and engagement. No singular style of leadership will work for multigenerational workplaces. Adaptability, i.e., the ability of altering and customizing communications for suiting the behavioral differences and learning styles of team members is one key leadership characteristic. As the Traditionalists, the Baby Boomers, Gen X children, and Millenials possess distinctive traits, leadership has to satisfy all 4 generations' individual needs (Acar, 2014).

Preliminary ideas to lead the multigenerational work setting and prevent intergenerational disputes include promoting self-identification in staff members and offering multigenerational training. Acknowledgement of generational differences allows for an improved appreciation of attributes, experiences, and values influencing motivation, ideology, and work ethic of workers from the four generations. Development of creative, innovative solutions will enable organizational executives to improve personnel engagement and motivation, by dealing with generational clusters' value-based requirements (Fachrunnisa, Adhiatma & Mutamimah, 2014).

Elements of leadership that motivate and drive multigenerational workers include: systems for performance management addressing individual generations; mechanisms for feedback which meet every generation's needs; Variable compensation; Flexible scheduling; Adaptable communication; Challenges and opportunities for professional development; Mentoring programs; and Creative Recognition and Reward programs. For being successful in optimizing Human Capital, contemporary leaders should have an understanding of what draws, encourages, and retains the 4 generations of today's workforce (Susaeta et al., 2013).

Recognition and Reward Programs for multi-generation employees

As an increasing number of HR executives include multi-generational approaches in their schemes of reward and recognition, a collection of best business practices has surfaced. While every company has its own approach that best suits its mission and culture, effective programs have certain characteristics aligned all through the organizational management cycle, right from program planning to its implementation and assessment (Kratz, 2013).

Complete Integration into Overall Corporate Strategy

Total integration of multigenerational recognition and rewards schemes into the wider business and talent retention strategy is pivotal. Formalization of the program and systematic management of its performance will help ensure institution of required levels of leadership and resource commitment for enabling it work to its full capacity (Fener, 2013).

Establish Goals and Gauge Outcomes

Leaders must establish well-defined goals and employ specific measures of outcome, with regard to recognition and reward programs' multigenerational facet. For instance, a firm may attempt to increase knowledge sharing and collaboration among certain generational clusters, or improve employee engagement in other clusters (Valcour, 2013).

Receive Personnel Input

Another simple but powerful, effective practice is periodic survey of employees on reward preferences and what elements they value. Basing the organizational recognition strategy on workforce preferences helps avoid wastage of resources, whilst having an increased effect on employee behavior. Undeniably, a note of thanks offered at the opportune moment to a deserving individual holds greater value than a formal award event held yearly. Meanwhile, for other employees, having a chance to save and accumulate points for some large prize represents a continued motivating force and is, in itself, rewarding (Valcour, 2013).

Maintain Flexibility

Reconciliation of the diverse wants and needs of individuals belonging to different generations necessitates flexibility with regard to program implementation, especially since it applies to recognition and communication strategies. The solution to balancing uncontrolled variability with rigorous standardization is prioritization of service/product mix matching workforce profile as well as heavily leveraging behavioral modification (He, Zhu & Zheng, 2014).