The Importance of Intergenerational Leadership Praxes and Availability of Key Information for Older Employee Burnout and Engagement in the Context of Firm Size

Rožman, Maja; Milfelner, Borut

doi:10.3389/fpsyg.2022.858134

Cited by 2 publications

(3 citation statements)

References 86 publications

(123 reference statements)

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“…The proposed steps for constructing average EI profiles are easily applied to other generations,countries and business setups, which opens up new possibilities for studying the features of effective intergenerational collaboration (Rožman & Milfelner, 2022) based on quantitative measurements. In contrast to existing ones, our model and questionnaire easily apply to individual and group EI profiles.…”

Section: Discussionmentioning

confidence: 99%

“…Many scientists emphasize the central role of empathy in collaborative activities as an ability to establish an emotional connection with another person (Ingram & Zou, 2008;Fasbender et al, 2020) or as the important competency for successful adaptation of intergenerational teams to digital transformation (Labanauskaitė et al, 2021). The findings of Spanish sociologists Rožman and Milfelner (2022) are particularly valuable for our study of the relationship between emotional intelligence and intergenerational collaboration. The scientists have suggested an Intergenerational Leadership Model, which comprises two transversal competencies, one of which is EI as a tool for getting the best out of intergenerational talent.…”

Section: Literature Reviewmentioning

confidence: 99%

“…However, diversity in employee interactions cultivates interpersonal tensions (Dietz & Fasbender, 2022). Many generational stereotypes exist (Burnes et al, 2019;Brečko, 2021;Rožman & Milfelner, 2022). Among the most common negative beliefs is that Baby Boomers resist change and are reluctant to learn (Brečko, 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

Emotional Intelligence Profiles and Intergenerational Collaboration in Business

Fedorova,

Pilková,

Mikuš

et al. 2023

Journal of Business Economics and Management

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Emotional Intelligence (EI) fosters positive synergies for an intergenerational match in business. The main goal of this contribution is to investigate the components of ЕI for selected young people and seniors and to formulate recommendations for their successful intergenerational business cooperation in Slovakia. The 4-component instrumental model for EI in business and the “Emotional Intelligence in Business” questionnaire were used to construct an average EI profile for different generations. 157 young people (Generation Z) and 236 seniors (Baby Boomers generation) from Slovakia participated in the research. The statistical study of the components of EI was conducted using unadjusted and adjusted univariate tests for repeated measures and multiple comparisons. The results of both tests were identical and therefore considered robust. The research confirms that EI in business increases with the respondent’s age: investigated seniors demonstrate a higher level of EI than selected young people in three components. At the same time, findings show that seniors are more focused on self-awareness, while the young are more empathic. The research considerably deepens the understanding of the potential contributions of different generations in business collaboration and benefits social unity and sustainable economic development.

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Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Emotional Intelligence Profiles and Intergenerational Collaboration in Business

Fedorova,

Pilková,

Mikuš

et al. 2023

Journal of Business Economics and Management

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Ageing Organizations: Reviewing the Literature and Making a Few Recommendations for Human Resource Management

Salomão Filho,

Tillmanns,

Corrigan

2023

Merits

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In an ageing society, organizations must consider the inclusion and effective management of older professionals if they wish to remain competitive. Besides having harmful and far-reaching effects on people’s health, age discrimination in the workplace leads to absenteeism, lower levels of productivity, and early retirement. Within such a context, this problematic organizational feature of most Western, now ageing, organizations and labour markets starts gaining more relevance. However, to date there has been little discussion, research, or policy development to ensure that older employees’ skills and capabilities are optimally put to use by organizations without the occurrence of ageism. We present the results of a systematic literature review based on 30 studies in the context of ageing organizations to make recommendations for human resource management. We suggest an approach to effectively manage intergenerational organizations, reducing the occurrence of age discrimination and its related consequences, as well as to achieve high employee engagement. Our review indicates that a strong ethics framework that is continuously followed, disseminated, and updated by management, together with a combination of efforts from all stakeholders, may accomplish the best results towards a culture that respects and values people of all ages at work, positively impacting on productivity.

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The Importance of Intergenerational Leadership Praxes and Availability of Key Information for Older Employee Burnout and Engagement in the Context of Firm Size

Cited by 2 publications

References 86 publications

Emotional Intelligence Profiles and Intergenerational Collaboration in Business

Emotional Intelligence Profiles and Intergenerational Collaboration in Business

Ageing Organizations: Reviewing the Literature and Making a Few Recommendations for Human Resource Management

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