THEORETICAL BACKGROUND OF LEADERSHIP STYLE DIFFERENTIATION: GENERATION ASPECT

Abstract

Current trends that trigger changes in organisations and companies create the prerequisites for revision of leadership theory background, and theory of generations should be concerned as necessary for rethinking of the basic postulates if leadership theory. The purpose of the research is to represent the theoretical background of choosing leadership style according to the features of generation the leaders and their subordinates belong to. Multiple definitions of the term leadership have been considered taking into account different approaches. In addition, it is emphasized that the leadership theories were mainly concerned with a manager succeeding based on their characteristics, behaviour or leadership styles. Further, with the influence of generational changes, the issues of effective leadership have been reviewed. It is outlined that generational differences affect not only the communication in the company, but represent different leadership styles. The main statements of the theory of generations by N. Howe and W. Strauss are analyzed and summarized, the characteristics of different generations are given. The importance of repetitive archetypes is emphasized. The formation of each generation is affected by two opposite periods of transformation of society, crisis and recovery. The connection between archetypes, generation and society condition is researched and generalized. It should be taken into consideration that unlike general statements, every country may have some specific features of each generation depending on historical events. However, an important aspect of the theory of generations is the study of the process resulting the formation of value characteristics of national generations, providing both synchronic and diachronic research. In conclusion, the theoretical grounding relating leadership style, psychological features and values of specific generation gives possibility to theoretical implications along with practical implementation of recommendations on leadership style changes in the process of generation transition. The further research including the “leadership-generation” model cultural factor could be of great practical value.

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