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Nov 8, 2017 in Narrative
Having understood Generation X in terms of their values, perceptions and preferences and how they probably may be influenced by the existent leadership styles, one significant aspect to discuss is the relationship of Generation X and other generations at the workplace. This section looks into literature that explains the prevailing tensions between Generations as a cause of turnover. Leadership styles have an influence on employee turnover rates of the Generation X cohort in business, in cases, which differences in the expectations, ideals, and roles are evident between generations (McCrindle, & Hooper, 2008).
Tension between Business Professionals of Diverse Generations
These differences generally lead to tension between business professionals of diverse generations (Wong, Gardiner, Lang & Coulon, 2008), and this develops dissatisfaction in the end they give in to the pressure of the tensions arising because of the differences in generations and therefore, feature as the generations with the highest rates of turnover (Alsop, 2008). The tension between business professionals in this field is not a mere nuisance but affects job satisfaction and therefore, contributing to the serious problems related to retention of Generation X within a given work environment (Wong, Gardiner, Lang, & Coulon, 2008). In alleviating this tension, business professionals' business professionals within the diverse environment will need to make the appropriate changes, and this have been failing to happen in the work environment because the leadership styles present in these work environments is inefficient. Broadbridge, Maxwell, and Ogden (2007) noted that, the leadership style in a given organization should always act as a driving force to adopting the changes in such a diverse environment at the workplace (Dries, Pepermans, & De Kerpel, 2008).
However, not many organizations in such a state have had to consider this that is why there is laxity in satisfying the different Generation Cohorts especially with a focus on their expectations (Broadbridge, Maxwell, & Ogden, 2007). Wong, Gardiner, Lang, and Coulon (2008) in a research he conducted recently stated that organizations in the past decade were aligning members of diverse generations based upon their seniority and cohorts (level of experience). In this case, Baby Boomers were always having their way to senior positions a feature that was not uncommonly present to the Generation X upcoming in the same field. This was a situation, which Baby Boomers were acting as the supervisors to Generation X at the workplace and this approach did not work well for the members of Generation X cohort (Dries, Pepermans, & De Kerpel, 2008).
They, therefore, preferred to other work environments where supervision was minimal, and they were given the freedom of doing things their own way and this have been the principal cause of turn over basing on that fact (Alsop, 2008). However, the retention of Generation X members within the working environment has seen sweeping changes happening and better and flexible leadership styles are being adapted to accommodate this generation (Broadbridge, Maxwell, & Ogden, 2007). In today's environments, generations are working side-by-side in a way that there is no superiority over the other. Such a style has been working for leading organizations as they always find their way out in solving the conflicts occurring within generations (McGuire, & Hutchings, 2007). Positional hierarchy has been changing and age does not matter any longer with the senior members within the workforce being identified with the inclusion and consideration of every generation (Wong, Gardiner, Lang, & Coulon, 2008). Intergenerational interaction within the workplace has been the solution in this case to capital rivalry between generations that help in avoiding conflict and has acted in reducing the high rates of turnover.
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