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Young managers in sight: age discrimination and acceptance problems
Study by the University of Kiel on age stereotypes among managers: Younger people are often less accepted. Findings and recommendations for action.
Young managers in sight: age discrimination and acceptance problems
In a recent study by Dr. Christoph Daldrop and Prof. Dr. Astrid C. Homan, which was carried out at the Christian Albrechts University in Kiel and the University of Amsterdam, comprehensively examines the topic of the perception of young leaders. Researchers examine why younger leaders are often defined by their age rather than their actual achievements. The study refers to a total of 912 test subjects in the USA and leads to insightful findings about age stereotypes and their effects on attitudes towards young managers, such as uni-kiel.de reported.
The study is based on two hypotheses. First, it is assumed that young managers are devalued because of their deviation from the traditional leadership image, which includes competence, empathy and integrity. Second, the assumption is that older observers are more affected by age stereotypes. **Both hypotheses are supported by experimental findings:** While young adults are viewed as creative and capable of innovation, they are also attributed with characteristics such as impulsivity and lack of reliability. Older people, on the other hand, enjoy a higher reputation in terms of competence and reliability.
Age discrimination and its consequences
The results show that age discrimination against younger people is often viewed as more acceptable than other forms of discrimination. This phenomenon potentially affects everyone at some point in their lives. The researchers propose various measures to counteract age discrimination. This includes the formation of mixed-age teams, awareness programs and temporary leadership positions in order to promote a change in thinking in society and not to slow down young people.
Another central aspect is the acceptance that younger managers must achieve among their employees. How leadership-insiders.de As explained, acceptance depends on factors such as the age and experience of the manager. Younger leaders often struggle with sharing power and thus gaining positive acceptance.
Influence of leadership behavior on acceptance
The empirical study shows that older managers experience greater acceptance regardless of their leadership behavior. The study identifies two types of leadership behavior that are crucial here: reward and punishment behavior and participatory behavior. Older managers benefit from reputational credit that results from their competence and value orientation.
Additionally, it is essential for younger leaders to adopt prototypical leadership behaviors and build trust before resorting to more unconventional approaches. This is important to increase employee loyalty.
The influence of images of aging on leadership
Images of aging, which are shaped by cultural influences and personal experiences, can have far-reaching consequences on the dynamics within companies. dbdynamica.ch emphasizes that age stereotypes shape both the self-image and the image of others. These perceptions can affect the motivation and commitment of older employees and thus negatively impact the entire company culture.
To promote an inclusive work culture, companies and managers should adopt a self-reflective attitude, train accurate perceptions and strive for a change of perspective. Successful age diversity requires knowledge of and appreciation for different age groups. Finally, it is recommended to introduce a monitoring system to monitor success in order to ensure the long-term effectiveness of age-sensitive principles in the corporate culture.