Abstract The implications of the generational diversity inherent in the fabric of the current workforce have been a topic of much discussion, exploration, and debate among organizational scholars and researchers. What are the leadership implications of this generational diversity, and what forms of leadership can be used constructively to achieve performance outcomes that foster a positive and constructive relationship between generations? We turn to the theoretical developments associated with the Authentic Leadership model to synthesize learning lessons from the theory, research, and practice of authentic leadership. We illustrate how the components of authentic leadership can help in overcoming some of the leadership challenges that result due to the differences between Gen Xers and Gen Yers.
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