Revealed: Here’s how your generation is impacting the way you approach management
New research has revealed the workplace management styles most valued by each generation, and has highlighted potential clash points where generational values most differ.
The study*, commissioned by Phoenix Health & Safety, surveyed 1,500 participants to understand how different generations like to be managed by their superiors, as well as their approach towards how they themselves act as managers.
Good management is essential for running a team that is motivated, productive and happy - but the idea of what defines a good manager can vary depending on who you ask.
There are many aspects which affect people’s beliefs and behaviours in the workplace.
Phoenix Health & Safety has gathered insightful data to see how opinions of management style, such as approaches to communication and how managers value the welfare of their employees, differ between generations.
How Different Generations Like to be Managed
The Management Traits Most Valued by Each Generation
Across all the generations, being honest and open with subordinates is considered to be the most important attribute in a manager, but Baby Boomers hold this to the highest accord with over two-thirds (71%) believing this is an essential trait.
Donna-Marie Kendrick, People Manager expert at Phoenix Health & Safety, comments: “People tend to value honesty and openness from their managers so highly because it helps to build a sense of trust within the workplace.
“Putting an emphasis on transparency and communicating honestly, even if that means not shying away from discussing difficult topics, shows employees they’re willing to act with integrity and not hide anything. It helps create clear communication chains, reducing misunderstandings, building a sense of security, enhancing morale and loyalty.”
Surprisingly, Baby Boomers were the only generation that considered a friendly relationship with their manager to be crucial, with nearly 1 in 2 (49%) rating it amongst the values they place the most importance on.
Donna adds: “Whereas it might have been normal back in the day to consider your colleagues as family, this is becoming less and less important. The data suggests that younger generations see their relationship with the manager as more functional and don’t feel the need for more personal connection.
“While a friendly relationship with a manager might be desirable overall, for most workers there are other values that are considered to be a bigger priority. However with Baby Boomers, many grew up in a generation in which you stayed loyal to your company, often being employed in one business for the majority of their career, fostering the environment for strong relationships to build. This is culturally different to younger generations, like Gen Z, who are more likely to be job hoppers.”
Managerial traits generations place the least value on
*percentage represents the number of people who place little to no importance on these values
When looking at the values each generation values least in their managers, across Gen-Z (31%), Millennials (30%) and Gen X (34%), around 1 in 3 don’t place any importance on their managers delivering feedback sensitively.
Donna explains: “This suggests these people would prefer managers to be blunt and straightforward with their feedback and communication, rather than trying to project their feelings.”
No generation placed particular importance on help with career development from their manager, which is particularly surprising for those earlier in their career. Almost a third of Gen Z (29%) and Millennials (28%)don’t place any value on their managers helping with their career development.
Donna expands: “Younger generations are more likely to job hop between roles and companies, rather than climbing the traditional career ladder with the same employer. Many young people see growth as more achievable through moving jobs, often securing more frequent salary increases through this method. Because of this, there is less need to receive the validation of one single employer, making them less likely to seek developmental help from their manager.”
How Different Generations Manage
When looking at how different generations act as managers, Gen X (63%) and Baby Boomers (67%) consider ensuring health and safety within the workplace as crucial in their role, with around 2 in 3 thinking this is the most important part of their managerial duties.
Gen Z, Millennials and Baby Boomers also placed a high level of importance on ensuring the mental welfare of their employees, with Baby Boomers placing more value on it than other generations (58%).
Donna explains: “Older generations are more likely to have worked in industries where there is a greater emphasis on workplace safety and stricter regulations, and as such place a much higher emphasis on ensuring health and safety processes are followed.
“Younger generations on the other hand may view workplace safety in a less regulated perspective, and instead place more value on overall workplace wellbeing. It is important for young managers to understand that they have a duty of care to ensure health and safety standards are held to protect themselves, their employees and others.
“There are many nuances that come into play when it comes to managing different types of people, not just their age, “it is important to try to learn how your subordinates like to be managed by working closely with them to create a dynamic relationship and way of working that suits their needs.
“The desire of Baby Boomers wanting a friendly relationship with managers does not align with the management style of Gen Z and Millennials, with both groups including more people who don’t place value on fostering friendly relationships,” Donna concludes.
For those who want to become a better manager, consider taking an accredited management course, such as Phoenix Health &Safety’s NEBOSH Working with Wellbeing course or IOSH Managing Safely course.