A Lifespan Perspective on Leadership

Zacher, Hannes; Clark, Michael G.; Anderson, Ellen C.; Ayoko, Oluremi B.

doi:10.1007/978-3-319-08007-9_6

Cited by 23 publications

(22 citation statements)

References 80 publications

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“…These studies also suggest that improving followers' negative perceptions of older people may improve the leader-member relationship. Zacher et al (2015) Changes may still occur before final publication online and in print…”

Section: Age and Leadershipmentioning

confidence: 98%

Supporting the Aging Workforce: A Review and Recommendations for Workplace Intervention Research

Truxillo

Cadiz

Hammer

2015

Annu. Rev. Organ. Psychol. Organ. Behav.

269

220

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The workforce in most industrialized countries is aging and becoming more age-diverse, and this trend is expected to continue throughout the twenty-first century. Although there has been an increased interest in research on age differences at work, few studies have examined actual interventions designed to support workers at different points across the life span. In this article, we review the literature related to aging at work, including physical, cognitive, personality, and motivational changes; life-span development theories; age stereotyping; age diversity; and work-life balance. Based on this review, we propose a number of avenues for intervention research to address age differences at work. We conclude by identifying critical challenges specific to studying age at work that should be addressed to advance research on interventions.12.1

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Section: Age and Leadershipmentioning

confidence: 98%

Supporting the Aging Workforce: A Review and Recommendations for Workplace Intervention Research

Truxillo

Cadiz

Hammer

2015

Annu. Rev. Organ. Psychol. Organ. Behav.

269

220

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“…Consistent with this literature, the younger supervisors in our study seemed to have been penalized by older workers. We maintain that this backlash was motivated by perceptions of age and status norm violations (Zacher et al, 2015). This finding is concerning as it suggests that young managers may continue to face obstacles when assuming authoritative roles in the workplace, which, in turn, may impede their effectiveness as a leader.…”

Section: Contributions and Implicationsmentioning

confidence: 95%

“…Thus, the prototypical manager is not just male, but rather an older male (Buengeler, Homan, & Voelpel, 2016), meaning the TMTM stereotype might actually be a think manger–think older male stereotype. According to the literature on prototype matching (Ryan et al, 2011), when there is a mismatch between the target age and the job age prototype, such as the case for a younger manager, it results in unfavorable reactions directed toward this individual (Perry, 1994; Perry & Finkelstein, 1999; Zacher, Clark, Anderson, & Ayoko, 2015). Research on work-related age and status norms further supports this notion by suggesting that there are clear norms regarding where one should be on the organizational chart at a given age (Lawrence, 1984; Perry, Kulik, & Zhou, 1999; Shore & Goldberg, 2005; Kearney, 2008).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Research on work-related age and status norms further supports this notion by suggesting that there are clear norms regarding where one should be on the organizational chart at a given age (Lawrence, 1984; Perry, Kulik, & Zhou, 1999; Shore & Goldberg, 2005; Kearney, 2008). When inconsistencies or violations occur between a person’s relative status ranking on different status dimensions (e.g., organizational position and age), it can result in negative attitudes, behaviors, and/or backlash directed toward the status norm violator (e.g., a young manager; Bacharach, Bamberger, & Mundell, 1993; Perry, Kulik, & Zhou, 1999; Zacher et al, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

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Could the aging workforce reduce the agency penalty for female leaders? Re-examining the think manager–think male stereotype

Scheuer

Loughlin²

2018

Journal of Management & Organization

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Older workers make up a substantial portion of today’s labor force. Yet little is known about the beliefs held by this age group. Our study offers some much needed insights into intersectionality around this group, by investigating how older workers’ perceptions of supervisors performing a gendered leadership behavior are impacted by a supervisors’ sex, age, and gendered attributes. The results show that these supervisors are perceived most favorably when they possess communal qualities and/or when they are depicted as being older than their direct reports. Our results also reveal that, when these supervisors are not perceived as communal, male but not female supervisors, experience a backlash. Within this context, young female leaders appear to be at an advantage when compared with young male leaders. This study advances the literature on the ‘think manager–think male’ stereotype and has the practical benefit of offering insights into leader-follower interactions in today’s aging workplace.

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“…From their review, it becomes clear that while there are some interesting insights into the role of leaders’ age on the outcomes of leadership (e.g., Zacher, Rosing, & Frese, ), we do know little about the influence of follower age. Against the background of the above mentioned demographic changes, Truxillo and Burlacu made a strong case for the necessity to study the relationship between age and LMX, specifically (for similar arguments, see also Zacher, Clark, Anderson, and Ayoko, ). With the present study, we aim to fill some of these gaps and propose perceived IFT‐fit as a mediating mechanism of the employee age‐LMX relationship.…”

Section: Introductionmentioning

confidence: 99%

Getting older and living up to implicit followership theories: Implications for employee psychological health and job attitudes

Stegmann

Braun

Junker

et al. 2020

J Applied Social Pyschol

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Age discrimination at work is a widespread destructive phenomenon that often takes subtle forms. Based on negative stereotypes about older employees, we argue that older employees often experience that they are perceived as less ideal followers than younger employees. We propose that older and younger employees do not differ in what they assume their supervisors expect of an ideal follower (implicit followership theories, IFTs). Thus, we hypothesize that older employees perceive that they compare less favorably to their supervisors' IFTs than younger employees (i.e., worse IFT‐fit). This should entail lower quality of the relationship between leader and follower (leader‐member‐exchange, LMX), which, in turn, should have detrimental effects on employees' health (i.e., burnout) and job attitudes (i.e., job satisfaction, turnover intentions, and identification). We tested our model in a field study with 379 employees. Results differed for ideal and counter‐ideal follower attributes. Concerning counter‐ideal follower attributes (e.g., being incompetent), age had the proposed negative effect on psychological health and job attitudes that mediated through IFT‐fit and LMX. Concerning ideal follower attributes (e.g., thinking ahead), older employees expected their supervisors not only to think less of them than of their younger colleagues, but also expected them to have less demanding IFTs—contrary to our expectations. Employee age was negatively related to psychological health and job attitudes, mediated through lower perceived IFTs, worse perceived appraisal of the actual employee and their joint effects on LMX.

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A Lifespan Perspective on Leadership

Cited by 23 publications

References 80 publications

Supporting the Aging Workforce: A Review and Recommendations for Workplace Intervention Research

Supporting the Aging Workforce: A Review and Recommendations for Workplace Intervention Research

Could the aging workforce reduce the agency penalty for female leaders? Re-examining the think manager–think male stereotype

Getting older and living up to implicit followership theories: Implications for employee psychological health and job attitudes

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