Effect of Generational Gap on Leadership and Organizational Performance: The Guyana Case

This study explores the impact of the generational gap on leadership and organizational performance within Guyana’s public sector. Recognizing that previous research has indicated this phenomenon can adversely affect organizational effectiveness, this investigation aims to understand these dynamics specifically in the context of Guyana. The public sector is chosen for analysis due to its crucial role in shaping policies and regulations that influence the performance of the private sector. Furthermore, the impact of the generational gap on leadership is pertinent, as leaders play a pivotal role in guiding and managing their followers. To substantiate this exploration, the research incorporates existing literature on generational differences and their implications for organizational performance. A mixed-methods analysis is employed, providing a comprehensive approach to data collection and interpretation. Quantitative data are gathered through 500 distributed questionnaires—both physically and electronically—while qualitative insights are obtained from 100 interviews conducted in person and via telephone over a thirty-day period. Participants represent various generational cohorts and employment levels within the public sector, ensuring a diverse range of perspectives on the issue. Questionnaires are allotted a fourteen day turn around for completion, while interviews typically last between 30 to 45 minutes. Data analysis is conducted using NVivo software for qualitative data and statistical tools such as SPSS and ANOVA for quantitative analysis. The study addresses three central research questions and tests three hypotheses regarding generational perceptions of leadership, employee satisfaction with leadership, and the influence of the generational gap on leadership attitudes and organizational performance. The findings reveal that leadership styles are significantly influenced by generational differences, providing actionable guidelines for leaders and managers to address generational issues within their organizations. It is recommended that the organizational board should comprise persons from each generational cohort to foster inclusive practices that value perspectives from all. Additionally, leaders should adopt flexible leadership styles that resonate with the preferences and expectations of various generations. Further, regarding future research, opportunities exist to explore the impact of generational differences across different cultural contexts and to conduct longitudinal studies that track changes in organizational performance over time. By addressing identified gaps, further research can deepen our understanding of generational influences on leadership dynamics and contribute to improved organizational effectiveness. It concludes by emphasizing the importance of recognizing generational differences in shaping leadership and organizational performance. By fostering a deeper understanding of these dynamics, this research aims to empower organizations to thrive in an evolving demographic landscape, ultimately contributing to enhanced effectiveness and performance within the public sector.