Case Study Analysis: Leading and Managing a Multi-Generational Team

This case study analyzes the challenges and strategies for leading a multi-generational team in a workplace setting. It addresses the importance of effective communication between a leader and their immediate supervisor, emphasizing respect and positive intent. The solution highlights the characteristics of different generations, including Baby Boomers, Generation X, and Generation Y, and suggests tailored approaches for each group, such as reward and recognition programs for older employees and framing organizational changes as opportunities for younger employees. It explores the need for a mixed leadership style to accommodate the diverse workforce and proposes specific training and development practices, including on-the-job training, peer interactions, and technology knowledge development. The study also emphasizes the significance of agile learning methods and collaborative learning to prepare students for leading multi-generational teams, enabling them to prioritize work, handle crises, and utilize advanced technologies effectively. The case study provides valuable insights into fostering a productive and harmonious work environment by understanding and addressing the unique needs and perspectives of each generation.

Running Head: CASE STUDY ANSWER
CASE STUDY ANSWER
Name of the Student:
Name of University:
Author Note:

1CASE STUDY ANSWER
Table of Contents
Answer 1..........................................................................................................................................2
Answer 2..........................................................................................................................................2
Answer 3..........................................................................................................................................3
Answer 4..........................................................................................................................................4
Answer 5..........................................................................................................................................5
Answer 6..........................................................................................................................................5
Reference.........................................................................................................................................7

2CASE STUDY ANSWER
Answer 1
There are certain measures that Christopher must attend in order to improve relationship
with the immediate leader RGM. The first step is to create a healthy communication with the
RGM. As per the research of Genç (2017) it can be derived that good communication is always
effective to resolve problems. Therefore, Christopher must understand the value of healthy
communication. There are enough conversation made between the RGM and Christopher and
Christopher got positive feedbacks and support from the RGM’s end. However, he can share
some of his emerging problems and seek suggestions from the RGM. Respect plays a very
significant role in respect to this, Clark (2017) opined that the Generation X is willing to earn
respect and not believe in automatic allegiance from the subordinates. Therefore, if Christopher
asks RGM for help then it will carry out a clear message that Christopher respects his immediate
supervisor and out of respect tries to get solution of problem. It will be great for the RGM to
guide Christopher and help him out in crisis situation. Moreover, s positive intent is always
preferred by the Generation X. They need to understand the outcome of changing practice and
expect to get positive results. Henceforth, for Christopher, it will be highly effective to create a
good relationship with the RGM by showing his leadership abilities and allegiance to the senior
management of the organisation.
Answer 2
The older generation employees are belonged to the Baby Boomer generation. The
research of Jackson (2018) finds out some of the key characteristics of the baby boomer
generation. For instance, they usually respect the authority and hierarchy in workplace and

3CASE STUDY ANSWER
values the organisational integrity. However, they are not satisfied with constant feedback from
the supervisors and always try to prove their capabilities and efficacy. Therefore, it will be
improper for Christopher to use his younger employees and try to influence the older generation
employees. The approach definitely creates a negative message to the older generation
employees as they can feel insulted because the management perhaps questioning their abilities
and efficacy (Miranda & Allen, 2017). Moreover, they are like to get ordered from the
supervisors and prefer micromanagement practices. It should be the focus of Christopher to use.
He can introduce a reward and recognition plan for every month so that the older generation
employees will also understand that the value of their work is not being overlooked. Chandra
(2018) advocated that reward and recognition is considered to be one of the best employee
motivation process where each of the employees believe that their best performance is going to
be recognised. Therefore, the reward and recognition practice will be the best practice for
Christopher to influence the older generation of employees and help him to gain respect from the
baby boomer generation of employees as well.
Answer 3
Leadership style is considered to be the most important aspect for a leader to influence
the workforce positively. In fact, in organisations where workforce is comprised with different
generations it is important for the leader to have a great deal of concern for the leadership style.
In response to this, a mixture of leadership approach should be used in order to bring efficacy
into the leadership practice. It is important to note that the workforce of Christopher is very
diverse in terms of different generations. Therefore, different approaches for different generation
of employees will be the right choice for Christopher in order to maintain and control the entire

4CASE STUDY ANSWER
workforce. A pertinent question arises regarding the choice of different leadership style. From
the research of Leite‐Trambly and Obasi (2018) it can be seen that workforce management is not
the only task assigned to the leaders. For a modern organisation, the roles and responsibilities of
a leader is very dynamic. It comprises monitoring and controlling the tasks, introduce strategies,
enhance the productivity and quality of the organisation, emphasising the vision and objectives
of the organisation also (Lewis & Wescott, 2017). Therefore, practicing different leadership will
complicate the easy functioning of the leader. Therefore, Christopher must focus on mixed
leadership styles where he can flexible his leadership attitude as per the situation and needs.
Answer 4
It is crucial for Christopher to gain trust over the employees for a change in shift timing
policy. As the workforce is filled with people from different generations therefore it is pertinent
for the Christopher to check and change his approach as well for different generations. For
instance, the older generation of employees are highly resistant to change and restricting to
change. However, they believe in their ability to improve situations (Calk & Patrick, 2017). In
respect to this, Christopher must approach them by telling them the needs and interests of the
organisation with shift timing and the expectation to be supported by the senior most employees.
As the baby boomer generation highly respects the authority so it will be effective to convince in
such a way.
For the Generation X employees, Christopher can frame the time shifting practice as a
challenge to the employees to cope with the organisational change. The generation X people
demand change so that it will be an opportunity for them to prove their abilities and adaptability

5CASE STUDY ANSWER
(Kelly et al., 2016). Moreover, Christopher should be more lenient to them by saying they can
have all support from Christopher while corroborating the time shifting decision.
For generation Y, Christopher can say that a time shifting program is under the pipeline
of the organisation and it is important for the management to seek support from the young
employees. Moreover, benefits and additional amenities can be provided in yearly appraisals
based on their performance. Therefore, it will be profitable for both the organisation and the
employees to have a mutual confirmation on this decision.
Answer 5
There should be a number of training and development practice that the organisation
must carry out in order to prepare the younger generation of the workforce. For instance, the first
training will be commenced as on-job-training on leadership practice. It is important to note that
the employees will understand their roles and responsibilities through the on-job-training
experience. A peer interaction to illustrate the need and purpose of the practice is also pertinent.
The purpose of the peer interaction is to engage the younger generation more into the training
and development process so that they can perceive the importance of the training (Weber & Elm,
2018). A technology knowledge development training that makes them ready for the future
working environment and provide strategic advantage as well. Providing personalised learning
experiences also encourage them to participate in the training and development process and share
their experience individually so that the organisation can understand their specific problems.

6CASE STUDY ANSWER
Answer 6
For preparing the students for leading multigenerational team, it is essential for
organisations to embrace agile learning methods. It is associated with the practice to enhance the
speed, flexibility and collaboration of the student effectively so that they can prioritise the works
as per the needs of their job needs (Jackson, 2018). Moreover, the interactive nature of the
learning will also help the students to find out new alternatives of crisis handling practice.
Facilitating collaborative learning is also identified as a core aspect where the students can learn
the efficacies of advance learning and its impact over making collaborative decision making in
multigenerational team as well (Lewis & Wescott, 2017). Learning on relevant technologies can
help the younger generation to utilise advanced technologies in full scale and reduce errors in
workplace. The use of advanced technologies will also help them in business because it will not
only enhances their ability to use advanced technologies but also considered to be a pro-active
approach so that they can easily prove their abilities and influence others positively.

7CASE STUDY ANSWER
Reference
Calk, R., & Patrick, A. (2017). Millennials through the looking glass: Workplace motivating
factors. The Journal of Business Inquiry, 16(2), 131-139.
Chandra, M. (2018). Engaging Different Generations at a Workplace. NOLEGEIN-Journal of
Performance Management & Retention Strategies, 12-16.
Clark, K. R. (2017). Managing multiple generations in the workplace. Radiologic
technology, 88(4), 379-396.
Genç, R. (2017). The importance of communication in sustainability & sustainable
strategies. Procedia Manufacturing, 8, 511-516.
Jackson, E. L. (2018). Technology Preferences of Multiple Generations in the Workplace
Classroom.
Kelly, C., Elizabeth, F., Bharat, M., & Jitendra, M. (2016). Generation gaps: Changes in the
workplace due to differing generational values. Advances in Management, 9(5), 1.
Leite‐Trambly, O., & Obasi, S. N. (2018). Five Generations: Preparing Multiple Generations of
Learners for a Multi-Generational Workforce.
Lewis, L. F., & Wescott, H. D. (2017). Multi-generational workforce: Four generations united in
lean. Journal of Business Studies Quarterly, 8(3), 1.
Miranda, G., & Allen, P. (2017). Strategies for leading a multi-generational organization. i-
Manager's Journal on Management, 12(2), 14.

8CASE STUDY ANSWER
Weber, J., & Elm, D. R. (2018). Exploring and Comparing Cognitive Moral Reasoning of
Millennials and Across Multiple Generations. Business and Society Review, 123(3), 415-
458.