Index

Citation

Urick, M.J. (2022), "Index", Leadership in Multigenerational Organizations: Strategies to Successfully Manage an Age Diverse Workforce, Emerald Publishing Limited, Leeds, pp. 95-98. https://doi.org/10.1108/978-1-83982-734-120221011

Publisher

:

Emerald Publishing Limited

Copyright © 2022 Emerald Publishing Limited

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INDEX

Academic research

, 12

Academy of Management Review

, 7

Achievement-oriented strategy

, 46

for intergenerational interactions

, 47

Age

, 88

age-based concept of generation

, 15

age-based millennial category

, 15

age-inclusive HR practices

, 4

negative perceptions of age groups

, 34–36

Amazon

, 12

Artifacts

, 71

Assembly-line type job

, 26

Assumptions

, 71

Authority

, 30

Baby boomers

, 3, 14

Bases of power

, 8, 22–23

coercive

, 23

expert

, 23

interpersonal

, 23

legitimate

, 22

referent

, 23

reward

, 22

Behaviors

, 38

Benedictine

, 71

Beneke, Tex

, 68

Business

, 5

Cameron, David

, 13

Catholic

, 71

CEO

, 22, 33

Charismatic leadership

, 24

Christian monastic communities

, 71

Christmas

, 68

Coercive power

, 23

Commitment

, 55

Communication style

, 46

Complexity

of generations

, 12

understanding complexity of each person

, 56

Conceptualization

, 25

Consideration

, 25

of leadership role

, 69–70

of potential commonalities

, 43

Context

, 19

examining readiness and willingness of followers

, 68–70

figuring out norms of culture

, 70–72

fitting in with your team

, 72–73

generations understanding

, 76–77

Miller band

, 67–68

role

, 45

understanding

, 67, 86–87

Covid-19

, 3

Culture norms

, 70–72

De Niro, Robert

, 37

Effective leader

, 45

Effectiveness

, 26

Ego-oriented strategy

, 48

Employees as individuals

, 52–54

Epcot Park

, 13

Expert power

, 23

Extrinsic motivators

, 54

Flex-time

, 78

Follower

, 60

Followership

, 44–45

Food

, 53, 55

Four “I’s” of transformational leadership

, 24

Gambler, The (song)

, 60

Generation X

, 3, 14, 15

Generation Y (see Millennials)

Generation Z

, 3, 15

Generational biases, forgetting

, 51–52

Generational groups

, 3

Generational identity

, 45–46, 76

Generational labels

, 81, 88

Generational phenomena

, 7

Generational stereotype

, 48

Generations

, 11–14

generation-based stereotypes

, 35

generational categories

, 14–17

idea of

, 16

realization

, 5–8

review research on generations

, 82

systematic in understanding

, 81–82

understanding context

, 76–77

“Gentelligence”

, 29

Google

, 12, 16

Government agency

, 5

“Great man theory” (see Trait theory)

Greenleaf, Robert

, 25

Group-interests

, 79–80

Halupki

, 55

Hathaway, Anne

, 37

High-quality interactions

, 21

Horn-driven jazz style

, 59

Idealized influence

, 24

Identity

create common unifying

, 87

of generation

, 79

Image-related strategies

, 47

Impression management

, 47

“In The Mood” (song)

, 6

Individual(s)

belonging

, 51

determining what motivates followers

, 54–56

focus on

, 85–86

forgetting generational biases

, 51–52

getting to know employees as

, 52–54

understanding complexity of each person

, 56

Individualized consideration

, 24

Individuals of older generations

, 48

Influence

, 9, 20, 22, 45

behavior

, 19

coercive bases of

, 37

formal

, 86

idealized

, 24

leader

, 70

in multigenerational settings

, 11

Information management

, 48

Initiating structure

, 25–26

Inspirational motivation

, 24

Institute for Supply Management

, 13

Intellectual stimulation

, 24

Interactions

high-quality interactions

, 21

low-quality interactions

, 21

quality interactions

, 21

strategies for improving interactions from prior research

, 46–49

Intergenerational issues in leadership

approach to understanding intergenerational issues

, 29–32

challenging interactions

, 38

managing older followers

, 37

negative perceptions of age groups

, 34–36

relating to younger age group

, 36–37

Intergenerational knowledge management

, 63

Intergenerational leadership

, 11

Intergenerational learning opportunities

, 9

Intergroup contact hypothesis

, 75

“Intern, The”

, 37

Internalize positive leadership approaches

, 82–83

Interpersonal bases of power

, 23

Intrinsic motivators

, 54

Iraq

, 6

“Ivory tower” of academia

, 88

Jones, Tommy Lee

, 65

Journal of Intergenerational Relationships

, 89

Knowledge, skills, ability, and expertise (KSAEs)

, 60, 61–62, 68–70, 72–73

Knowledge Management

, 38, 63

Laissez-faire approach

, 23–24

Leader–follower dance

, 9, 59–60

looking for learning opportunities

, 65–66

mentorship

, 62–64

participate in

, 86

succession planning

, 64–65

when to lead, when to follow

, 61–62

Leader–manager behavioral profiles

, 8, 25–27

Leader–member exchange theory (LMX theory)

, 8, 19, 21–22, 33, 36, 46, 54, 83

Leaders

, 20, 60, 80, 85, 86

leader-behavior approach

, 67

Leadership

, 73

bases of power

, 22–23

leader–manager behavior profiles

, 25–27

leadership style

, 20–21

LMX

, 21–22

models

, 79

requires skills

, 70

role

, 59

servant leadership

, 25

theory

, 19, 83

trait theory

, 19–20

transactional

, 19–20

transformational

, 23–24

Learning

, 5, 85

opportunities

, 65–66

Legitimate power

, 22

Liberal arts

, 71

Life-cycle theory of leadership

, 25

Low-quality interactions

, 21

Mannheim, Karl

, 12

Media, 12 52

“Men In Black”

, 65

Mentoring

, 62–63, 86

Mentorship

, 61, 62–64

Microgeneration

, 15

Millennials

, 3, 14, 15

Miller, Glenn (band musician)

, 67

Motivation

, 21, 54, 55, 78

extrinsic

, 54

inspirational

, 24

intrinsic

, 54

Motivators

, 54

Multifactor leadership questionnaire

, 24

Multigenerational organization, potential challenges in leading

, 83–84

recognizing

, 84–85

Multiple generations

finding common ground

, 45–46

followership

, 44–45

role of context

, 45

strategies for improving interactions from prior research

, 46–49

stress individuality

, 43–44

Myers, Nancy

, 37

Negative perceptions of age groups

, 34–36

Negative stereotypes of generations

, 43

Non-profit organization

, 5

Older followers, managing

, 37

Older generations

, 6

Older leaders

, 37

Online communication

, 89

Organizational culture

, 4

Organizational leaders

, 4

Organizations

, 75, 77

care

, 76

Performing proficiently strategy

, 46–47

Popular culture

, 11–12, 37

Positive multigenerational leadership

, 87

Positive work environment creation

, 78–79

Powell, Colin

, 13

Power

bases of

, 22–23

interpersonal

, 23

organizationally based

, 23

Qualitative data

, 29

Quality interactions

, 21

Quantitative survey-based data

, 5

Readiness

, 69

examining readiness and willingness of followers

, 68–70

Referent power

, 23

Religious organization

, 5

Research

prior

, 85

academic

, 5, 12, 15, 82, 83

generational

, 82

on generations

, 82

intergenerational

, 10

strategies for improving interactions from prior

, 46–49

Reward power

, 22

Rogers, Kenny

, 60

Roles

decision-making

, 63

educator

, 35

leadership

, 9, 30, 32, 52, 57, 62, 88

senior

, 64

Rule of thumb

, 86

“Sandwich generation” (see Generation x)

Satisfaction

, 55

Schein, Edgar

, 71

Seasoned leaders

, 26

Second Persian Gulf War

, 6

Self-interests

, 79–80

September 11 terror attacks

, 15

Servant leadership

, 8, 24, 25, 83

theory

, 36

Silent generation

, 14

Situational leadership model

, 25

Smith, Will

, 65

Society

, 60

culture

, 14

Solid leadership techniques

, 4

Spirituality of servant leadership

, 25

Statistic data

, 29

Stereotypes

, 6, 15–16, 35

Stress individuality

, 43–44

Succession planning

, 64–65, 86

Supply chains

, 3, 13

Swing music

, 59

Systematic in understanding generations

, 81–82

Teams

, 72–73

“The Gambler”

, 60

Title

of authority

, 20, 22, 30, 72

formal

, 59, 83

Tolkien, J. R. R.

, 70

Training

, 6–7, 19, 20, 44, 63, 69–70

Trait theory

, 19–20

Transactional leadership

, 19–20

Transformational leadership

, 8, 20, 23–24, 83

Trust

, 37

Unified identity creation

creating positive work environment for everyone

, 78–79

generations understanding context

, 76–77

intergroup contact hypothesis

, 75

moving from “me” to “we”

, 77–78

self-interests to group-interests

, 79–80

Values

, 38, 71

Veterans

, 14

Visible strategy

, 47

Walt Disney World

, 13

Weeks, Kelly

, 38

Willingness

, 69

examining readiness and willingness of followers

, 68–70

Woodstock

, 14–15

Workplace

generations in

, 11–17

outcomes

, 21

“Xennials”

, 15

Young professionals

, 30, 32

Younger age group

, 36–37

Younger individuals

, 38, 48

Younger leaders

, 32–33, 48

Younger workers

, 23