MANAGING MULTI-GENERATIONAL TEAMS ACROSS THEIR FEATURES AND COMPETENCIES –THE MANAGERS VERSUS THE TEAM MEMBERS

Abstract

Generation diversity as a challenge for organisations, managers, and employees working in multigenerational teams deserves more attention. There is a growing demand in organisations for a better understanding of how such teams function and are managed and whether their characteristics matter in managing such teams. Considering this, the paper aims to identify the features of intergenerational teams and managerial competencies that are important in managing intergenerational teams in enterprises. It also aims at capturing possible differences in how managers and team members representing particular generations assess these features and competencies. The authors carried out qualitative and quantitative research using the dyad interview method using the CATI technique. The purposive sample comprised 214 pairs (a manager managing an intergenerational team and a team member). The research was conducted in 2021- 2023 in Polish enterprises. The innovative nature of the research results not only from its subject matter but also from the rarely used dyad interview technique. The results show that there are a few differences in the assessment of features and competencies in managing multi-generational teams that were identified by managers and team members. Competencies related to diversity management are not as valid as other competencies. Additionally, when it comes to managers, Baby Boomers assess their competencies in managing multi-generational teams higher than managers from Generation Z.