Leadership Development in Preparing the Next Generation

Why This Matters

Organizational benefits include contributing to a culture of continuous improvement and innovation, particularly important in times of significant leadership transition, such as the current period marked by Baby Boomer retirements.

As I coach tenured organizational leaders, a topic that often surfaces is the development of the next generation of leaders. As the Baby Boomer generation transitions into retirement, organizations face a significant shift in leadership dynamics, necessitating a prepared younger workforce. Early leadership and developmental experiences are crucial in fostering 𝗴𝗲𝗻𝗲𝗿𝗮𝘁𝗶𝘃𝗶𝘁𝘆.

The term generativity was coined by psychologist Erik Erikson to denote "a concern for establishing and guiding the next generation." Generativity encompasses intentionality to contribute to the well-being of others, particularly younger individuals, and to create a legacy that benefits society as a whole (Erikson, 1950; McAdams & de St. Aubin, 1992).

In an organizational context, leaders who engage in generative activities may experience higher levels of personal fulfillment and psychological well-being as they coach, mentor, teach, or contribute to the development of their direct reports (McAdams et al., 1993). Additionally, organizational benefits include contributing to a culture of continuous improvement and innovation, particularly important in times of significant leadership transition, such as the current period marked by Baby Boomer retirements (Rothwell, 2010).

Generativity promotes intergenerational unity. By investing in the development of younger generations, older individuals help bridge the gap between age groups, fostering mutual respect and understanding. This is essential for addressing complex organizational challenges that require collective action across different age cohorts (Kotre, 1984).

To foster generativity among young leaders, incumbent leaders can consider:

▶ Establishing Mentoring Programs: Create formal mentoring programs where experienced leaders can guide and support younger employees. These programs should emphasize the importance of social responsibility and the impact of leadership on the broader community.

▶ Promoting a Culture of Coaching: Encourage a culture where coaching is a regular part of professional development. Leaders should be trained to provide constructive feedback and support that helps young professionals grow professionally and personally.

▶ Incorporating Generativity into Leadership Training: Leadership development programs should include components that focus on generativity. This can involve workshops on community engagement, ethical leadership, and the long-term impact of decision-making.

▶ Encouraging Community Involvement: Support and encourage young leaders to engage in community service and other activities that benefit a greater breadth of individuals. Provide opportunities for them to lead projects that have a positive impact.