Implementing EI skills is an effective way to adapt to these diverse needs and show a supportive approach to the individuals of the different generational backgrounds.
Bringing the generations together and uniting them via the organizational culture should be the aim of management, and as Butts (2015) shows, managers who take a personal interest in their workers, reach out to them, and address issues by utilizing an intergenerational lens are better situated to produce positive outcomes than those who do not. Exercising emotional intelligence can be an effective tool in assisting management in this aim, especially as Generation Y workers and Baby Boomers have significantly different outlooks on a variety of issues -- such as employment, debt, finances, education, social justice, and more (Cutler, 2015). Bringing these groups together in projects can be difficult, especially if the project portfolio manager fails to recognize the power that EI can have in building relationships (Cacamis & Asmar, 2014).
A study on nursing turnover serves as a sufficient example of the generational problem at root in organizations where disconnect between managers and employees results in frustrated ranks and low retention rates. Meretoja, Numminen, Isoaho & Leino-Kilpi (2015) conducted a cross-sectional survey of interventions in coaching nurses from various generational backgrounds in order to promote competence and quality care. The study's objective was to identify causes of nurse turnover as it related to generational outlooks. Of the more than 2000 questionnaires completed by nurses in a Finnish hospital, findings showed that younger nurses of the Generation Y group were more adept and willing to help older nurses of the Baby Boomer and Generation X groups to learn, use and embrace technology (an especially important tool in modern nursing). The older nurses were also able to impart knowledge and learning based on their years of experience to the younger nurses. Thus, a trade-off was discernible in bringing the generations together, as each had something to offer the other. With regard to the way that managers approach the situation, the study found that they can help to enhance teams and groups by incentivizing workers and fostering a workplace atmosphere that rewards career development. This idea of fostering connectivity is central to the issue of how to address the multigenerational problem and the gap between project managers and workers. By approaching the issue from the perspective of what every employee has to offer to the group, management can add to the team's overall capabilities and apply EI to help bridge the disconnect felt by workers who are unsure of how to approach either the group or their manager with the skills that they bring or can offer.
Bringing generations together to enhance a team's productivity was the focus of the study by Douglas, Howell, Nelson, Pilkington & Salinas (2015), which examined four generational outlooks on team dysfunction. The generations were: Traditionalists, Baby Boomers, Generation X and Generation Y. The dysfunctions they focused on included the absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. The researchers found that multigenerational issues can be addressed by conducting communication workshops for multigenerational teams, providing one-on-one coaching sessions, probing for conflict, and promoting a culture that recognizes results. Hillman's (2014) study supported this finding as well, showing that teams benefit from multigenerational groups when those groups are communicating effectively and utilizing one another's strengths. For example, one of the skills that Generation Y can bring to multigenerational teams is a sharp understanding of and ability to effectively utilize social media -- a skill that can help teams in ways that older generations tend to be unfamiliar with (Shirish, Boughzala, Srivastava, 2016). For a project manager, the point of identifying the skill sets and strong suits of the each unique generational group is to be able to see how the pieces fit and work together to more efficiently plan, schedule, and orient work projects.
Embracing multigenerational teams as an opportunity instead of seeing them as an obstacle to overcome is the cornerstone of an article by Phillips (2016), as well. Phillips (2016) essentially finds that communication, commitment, incentivization, and motivation are keys to helping generations bridge the gaps that divide them. Where EI plays a role in the findings of Phillips (2016) is that with each of the generational groups there are tendencies that can be offensive to the other groups, such as Baby Boomers' tendency…
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2008). Interestingly, this study also showed that the age and length of service for nurses was also related to their experience of work related stress independently of emotional intelligence, with younger and less experienced nurses reporting lower levels of stress than those with longer service records (Landa et al. 2008). While emotional intelligence is a major part of dealing with stress occurring in the workplace, then, it is not