LEADERSHIP IN MULTIGENERATIONAL ORGANISATIONS: MANAGEMENT APPROACHES TO INTERACTION GENERATIONS X, Y AND Z

Abstract

The article contains theoretical provisions and practical recommendations regarding the peculiarities of leadership in a multigenerational work environment. The problem of intergenerational differences in behavior, motivation, and attitude towards management, which complicates the creation of an effective and cohesive team, has been investigated.

The purpose of the article is to study the characteristics of generations X, Y, and Z in the context of modern leadership, to identify their differences in motivation, values, and attitudes toward management, as well as to develop approaches to forming effective leadership strategies that take into account intergenerational characteristics and contribute to increasing the effectiveness of interaction in the organization.

The content, value orientations, and behavioral characteristics of generations X, Y, and Z are considered, as well as their influence on the application of motivational incentives in modern organizations. Differences in motivational needs, expectations of leaders, hard and soft skills of different generations are analyses, and directions for adapting management styles to their specific characteristics are identified. A set of recommendations is proposed for leaders to optimize communication, motivation and interaction between generations, which contributes to improving staff performance and forming a sustainable organizational culture.

The study found that effective leadership in a multigenerational work environment requires a deep understanding of the specific characteristics, value orientations, motivational needs, and professional competencies of representatives of generations X, Y, and Z. The results of the analysis showed that each generation has a unique set of hard and soft skills, different approaches to interaction, perception of information, and expectations from management, which significantly affects management style and organizational effectiveness. The formation of effective leadership is possible under the conditions of a regular combination of differentiated motivational approaches, personalization of working conditions, and support for professional development for each generation.