NSG 451 Generational Leadership Discussion

NSG 451 Generational Leadership Discussion

NSG 451 Generational Leadership Discussion

Generational
Leadership

Nurse leaders have the opportunity to influence diverse
groups of people. This activity is designed to challenge you to think about the
opportunities that come with leading and managing a cross-generational
workforce.

Members of the younger generation—those 18 to 35 years of
age—have said that they want to be led, not managed.

Write a 175-word summary in which you answer the following
questions:

How do you think leadership would be different for a person
who leads only people between 18 and 35 years of age compared with a person
whose followers are mostly over the age of 40?

What strategies would you recommend for a person who becomes
the leader of a cross-generational group?

Local campus students: Prepare to present and discuss your
summary in the next class meeting.

Online students: Post your summary and respond to at least
one classmate’s post.

Assignment adapted from Leading and Managing in Nursing (Ch.
21), by Patricia S. Yoder-Wise, 2015, St Louis, MI: Elsevier. Copyright 2015 by
Elsevier. Adapted with permission.

FIRST
MESSAGE #1

LEADERS

Are leaders born or made? If you think they are born, can
anything be done to help someone who wants to lead but was not born a leader?
If you think they are made, how are they made?

FIRST
MESSAGE #2

LEADING VS MANAGING

What supervisory behaviors do you perceive as “leading”
versus “managing”? Why?

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Growing up in a multi-generational home in Southern India, I watched my parents and grandparents plan and act with generational continuity in mind. They worked and saved for future generations. They intentionally imparted family values and faith into the next generation. They planned actively for subsequent generations to step into leadership roles. In fact, I had no idea there was any other way to think and act, but generationally. I now know that this is not how most of the world operates.

As leaders, we know the importance of long-term, strategic planning. But with pressure to produce immediate results, it is easy to stay within the comfort of a three-year plan and annual Key Performance Indicators (KPIs).

Only leaders of great courage and vision will intentionally consider the next 100 years and beyond.

 

Here are 5 principles that will help you become an effective generational leader.
1. Ask yourself, “How many generations will be able to build on my current vision and foundation?”
My family’s home in Southern India was built by my Grandfather and has been used by four generations. The original home where Grandfather grew up has been in our extended family since the early 1600s. In both homes, each generation has added and changed things, but it has always been done on the original foundation.

Building for the future requires a focus on the big-picture needs and principles rather than on the detailed process. The “how” will change from one generation to the next, but a generational leader will build a foundation on a clear, strong “why,” with values that can be sustained.