Relationship Between Leadership Styles and Ages Essay Example

style offers little guidance and allows group members to make decisions.

In a study conducted by Kakabadse et al. (1998), senior federal-government Australian civil servants and top directors in the UK National Health Service Trust organization were examined to determine if gender influences leadership perspective and performance. The findings showed that gender did not have a significant impact. However, it was concluded that organizational demographic factors like age greatly shape leaders' philosophy, attitudes, and behavior.

Additionally, Kabacoff and Stoffey (2001) focused on studying multigenerational differences in leader style and behavior within two age groups: individuals aged 25-35 and those aged 45-55.

The study discovered that younger workers have a greater inclination towards pursuing opportunities for assuming control and achieving high levels of success in comparison to older workers. Conversely, older workers display a tendency towards cooperation and delegation, exhibiting more empathy and concern for their colleagues. The research identified three primary themes pertaining to leadership styles across different age groups. To analyze these themes, a questionnaire survey was conducted with participants categorized into four age brackets: under 30, 30-39, 40-49, and 50 or older. These key themes will be further explored in subsequent chapters, offering insights into the influence of age on leadership styles. The objective of the research is to enhance comprehension of both individual and organizational outcomes by examining worker and manager behavior through various answer choices.

Based on an understanding of three different leadership styles, a survey questionnaire is created. This questionnaire consists of three possible answers that indicate the corresponding leadership style. The questions and answers are designed to determine the characteristics of these leadership styles and are answered by a specific age group. The

research is conducted from an interpretivism philosophical perspective, emphasizing the differences in conducting research among individuals. Specifically, the study focuses on the behavior of leaders of different ages in a working environment. The aim of the research is to interpret and understand social life and uncover multiple layers of meaning in human actions (Vrasidas, 2001).

The purpose of the research is to conduct an Exploratory Study in order to explore the relationship between ages and perception of leadership styles, as well as to gain additional insight into the connection between ages and leadership styles alongside other demographic factors. To investigate this relationship, a single data collection technique or mono research method was used in the form of a questionnaire survey. The survey was conducted among individuals working in Montreux, Switzerland, and a total of 100 questionnaires were distributed to potential respondents from various hospitality organizations and at different organizational levels.

A survey was conducted to gather data on age differences and similarities in the leadership styles of Montreux workers. A total of 60 questionnaires were completed and returned, resulting in a response rate of 60 percent. Respondents were asked to indicate their age within four specified age groups: less than 30 years, from 30 to less than 40, from 40 to less than 50, and 50 years and above. Additionally, the questionnaires included inquiries about respondents' leadership styles in their day-to-day working activities.

Autocratic leadership style

Our study indicates a significant distinction in autocratic leadership style between older and younger managers.

The autocratic leadership style was preferred by the older manager over the younger manager. In the questionnaire, this leadership style was defined as

how often and to what extent the manager instructs group members on tasks, methods, and deadlines (Hughes, Ginnent, and Curphy 1999, 71). Autocratic leaders make decisions without input from their team, limiting opportunities for staff and team members to suggest beneficial ideas.

The table presents the percentage differences in four age groups in the survey: less than 30, 30-39, 40-49, and 50 years and above. The first two age groups show a rate of 44 percent, while the latter two groups demonstrate a significant rate of 87 percent. This finding suggests a notable distinction in leadership style between these sets. Older managers exhibit a more autocratic leadership style compared to their younger counterparts who prefer an individualistic approach rather than group performance (Kabacoff and Stoffey, 2001). The table illustrates these variations in leadership styles for each age group. It is not surprising that older managers tend towards autocracy when compared to younger managers.

The autocratic leadership style is considered outdated, with the belief that experienced managers have the maturity and wisdom to handle problems confidently. It is thought that these seasoned managers have full control over their team without needing their input in decision-making. However, it is argued that this approach is appropriate for quick decisions when team consensus isn't necessary for success.

Furthermore, autocratic leadership frequently results in increased absenteeism and staff turnover. Nevertheless, this approach can still prove effective in certain repetitive and low-skilled positions, as the benefits of control may surpass the drawbacks. Contrary to older managers, our study revealed a diminished preference for the autocratic leadership style among younger managers. Among the 15 individuals included in our research, only four managers opted for this

style. This suggests that younger managers are less inclined to impose tasks, methods, and deadlines on their team members.

The employees have the freedom to set their own organizational objectives. Our survey questionnaire showed that younger managers tend to allow group members to share leadership power, indicating a more open-minded approach compared to older managers. They do not enforce tasks on their members but instead persuade and motivate them to engage in organizational activities.

After conducting a survey, we found that our study produced similar results to other researchers. We observed that older managers tend to prefer an autocratic leadership style more than younger managers.

Democratic leadership style

In our study, we examined the leadership styles of both older and younger managers. It was discovered that older managers display a more democratic approach to leadership when compared to their younger counterparts. The democratic leadership style involves consultation and participation, which was assessed through a questionnaire measuring the extent to which managers seek employee input and involve them in decision-making processes towards achieving objectives. Democratic leaders encourage team members to contribute ideas before reaching conclusions, although the level of input may vary among leaders.

The test of difference shows that the rate for the first two groups (less than 30 and 30-39) was 60 percent, while the last two groups (40-49 and more than 50 years) achieved a rate of 75 percent. This implies that older managers engage in more consultation and participation compared to younger managers. It demonstrates that democratic leaders involve other team members in decision-making, although they have the final say. Table II indicates a slight

difference between the two groups in terms of consultation. The first two age groups had a level of 40 percent, whereas the second group had a higher level of 50 percent.

A questionnaire survey conducted on 40 individuals across four age groups revealed a surprising finding: younger managers are not as consultative as their older counterparts. In contemporary organizations, it is argued that young managers lack sufficient maturity and experience. Therefore, it is believed that they should consult with their subordinates and consider their opinions and suggestions (Yukl 1989). This viewpoint is particularly relevant in the Hospitality Industry, where frontline employees have more customer contact than managers. The belief is that decisions should be made in consultation with employees to ensure optimal performance and customer satisfaction. Conger and Kanungo (1988) also support the idea that although a manager may reach a decision, they should take the time to listen to the collective wisdom of their management team and gain their commitment. However, the results of the questionnaire survey present a contrasting view.

Nowadays, younger managers tend to believe that they know the best decision for the company, disregarding the need for input from their subordinates. This aligns with the research conducted by Kabacoff and Stoffey (2001) which suggests that young managers are more inclined to take risks and explore new approaches. The table below illustrates the ratings for two different leadership styles in Democratic Leadership Styles across different age groups. On the contrary, older managers value the support of their team members and involve them in decision-making processes to ensure the best outcome. According to Kabacoff and Stoffey (2001), older managers rely on past practices to ensure

predictability and minimize risks. The extensive experience of older managers allows them to recognize the connection between their frontline employees and customers.

Therefore, the manager frequently solicits input and ideas from employees to ensure they feel valued and included in decision-making. Likewise, there is a slight variation in participation levels between young and old managers. Table III shows that younger managers rated participative leadership style lower (40 percent) compared to older managers (60 percent). This suggests that older managers are more engaged in collaborating with employees to find reasonable solutions. This discovery is surprising since it is generally assumed that younger managers would be more participative than their older counterparts.

The younger manager, who has less experience, should have additional support and regularly monitor the performance of team members. Kakabadse (Vinnicombe and Kakabasdse, 1999) also emphasized the importance of new managers consistently checking on their group members to ensure they are completing tasks correctly. Additionally, participative leadership is well-suited for the hotel industry as frontline hotel employees often have a better understanding of customer needs compared to managers. However, our study of 40 managers in Montreux yielded contrasting findings.

The younger managers nowadays seem to prefer an individualistic style, rather than teamwork. This aligns with the findings of Kabacoff and Stoffey (2001), who concluded that younger employees focus on their own development and promotion, while older employees focus on developing and promoting others. Additionally, Mitchell (2000) observed that younger workers are more comfortable exhibiting individualistic behaviors. Our exploration of consultative and participative leadership styles also revealed that younger and older managers have distinct profiles. However, overall, older managers tend to have a greater preference for democratic leadership styles

(consultative and participative) in organizational activities.

The Laissez-faire (Delegative) Leadership Style

According to the questionnaire survey, managers from four different groups have slightly varied practices in terms of the laissez-faire or delegative leadership styles. This particular style refers to the level at which managers grant employees involvement in decision-making and sharing of leadership power. Analyzing the data presented in the table, it can be observed that younger groups (under 30 and 30 to under 40) constitute 57 percent, while older groups (40 to under 50 and 50 and above) account for 33 percent. This implies that younger leaders tend to delegate organizational tasks more frequently compared to their older counterparts. Delegation encompasses leaders transferring responsibilities and enabling group members to independently make decisions and solve problems. It is important for both managers and those they delegate to understand that delegation is not only desirable but also indispensable.

Delegation is crucial for the functioning of any organization as it allows managers to accomplish their tasks (Oshabemi, 1999). The laissez-faire leadership style is helpful in distributing work among employees, but it is only effective when the group members are skilled, motivated, and capable of working independently. However, this leadership style can also lead to issues such as projects going off-track and missing deadlines due to a lack of guidance and feedback from leaders. Therefore, it is not surprising that both groups had the lowest rate of using the laissez-faire leadership style compared to the other two styles. Lewin and his research team also discovered that the delegative (laissez-faire) leadership style was the least effective among all three styles when analyzing their study on leadership theory.

The

overall leadership style is a combination of autocratic, democratic, and laissez-faire leadership styles. The democratic style is the most influential for both groups, while the laissez-faire style has the least influence. The table also illustrates differences between older and younger managers. Younger managers are more likely to engage in consultative and participative management (democratic) rather than making decisions alone without involving or consulting others (autocratic). However, older managers employ both autocratic and democratic styles at similar levels. The table presents percentage ratings for the three leadership styles.

Conclusion

After conducting a survey with 100 Managers, we found that managers of different age groups use different leadership styles. There are three leadership styles that vary between the age groups:

1. Autocratic,
2. democratic, and
3. laisser-faire.

The older managers tend to prefer a more Autocratic leadership style compared to the younger managers. This may be due to their extensive experience, as they appear to be more directive and task-oriented towards their team members. In terms of the Democratic leadership style, we discovered that older managers are also more consultative and participative than their younger counterparts. Lastly, both groups of managers are found to apply the laisser-faire leadership style.

Since our research purpose is exploratory, we lack sufficient evidence to formulate significant theories. All the evidence we have gathered is factual. Therefore, in this study, we aim to uncover new insights about the relationship between age and leadership style, which differs from existing theories proposed by other researchers. Despite the collective efforts of our group members in completing

this study, there are limitations encountered during the research process. Firstly, we focused on survey data from Montreux, which narrows the scope of our research and may limit the applicability of our findings to other areas. Additionally, the availability of information resources on this topic is limited.

Due to the lack of interest in the topic of "the relationship between Age and Leadership," there is a limited amount of article, magazine, and other references available. Additionally, the research time is restricted to a period of two months, resulting in a small and simple scale of the study. Lastly, obtaining support from the organization and participants posed a challenge as all the individuals surveyed were managers, making it difficult to gather additional information beyond the questionnaire responses.

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