Generational Perceptions of Leadership Styles and Their Effects on Employee Performance: A Systematic Review
Abstract
The growing occurrence of multigenerational workforces has heightened the levels of academic and practical concern in the ways leadership styles are seen between generations and how these perceptions affect the performance of the employees. The systematic review is a synthesis of the existing empirical evidence regarding the connection between leadership styles and generational differences in workplace outcomes. In line with the PRISMA directives, 62 peer-reviewed studies with qualitative, quantitative, and mixed-methods designs were found by conducting a thorough search of 6 academic databases published between 2010 and 2025. This was achieved using narrative and thematic analysis where patterns of generational preference in the leadership were identified and presented with results on performance. Baby Boomers proved to be more transactional and directive-oriented and have high value of structure, stability, and formal recognition. The Generation X and Millennials were more responsive to the emerging leadership styles based on empowering and transformational leadership, which focuses on autonomy, feedback and collaboration. Generation Z showed an increasing interest in servant and shared leadership that is associated with authenticity, inclusiveness, and digital fluency. The best fit concerning the style of the leadership and generational expectations was all the way through the generations, linked to the increased engagement, innovation, retention, and job satisfaction. This review adds a multigenerational paradigm of integrative and cross-generational scope that explains how leadership agility and generational intelligence improve organizational performance in variable and changing work environments.
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