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The experiences of the younger supervisor: implications for organizations

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dc.contributor.authorHanson, Lea, author
dc.contributor.authorVenneberg, Donald, advisor
dc.contributor.authorKuk, Linda, committee member
dc.contributor.authorMakela, Carole, committee member
dc.contributor.authorRademacher, Robert, committee member
dc.date.accessioned2007-01-03T08:26:21Z
dc.date.available2007-01-03T08:26:21Z
dc.date.issued2012
dc.description.abstractWith four generations in today's workforce, roles are being redefined to include a growing number of younger supervisor/older subordinate relationships, referred to as the intergenerational dyad. What current and limited literature exists about the intergenerational dyad exclusively addresses the issues of generational workplace differences between the younger supervisor and the older subordinate from the perspective of the older subordinate rather than from the perspective of the younger supervisor. Through a qualitative study combining aspects of phenomenology and narrative inquiry, data were collected from 19 professionals in the field of student affairs in higher education who supervised at least one full-time, professional staff member who was ten or more years older than they. In April and May of 2012, one-hour telephone interviews were conducted with each participant. From transcriptions, narratives were developed to illustrate each participant's experiences. Based on the findings of this research, the following conclusions can be made about the younger supervisor and the intergenerational dyad: Age is more apparent to younger supervisors when they are younger than their professional peers than when they are younger than their subordinates; Age is more apparent to younger supervisors when they have a magnified title than when they are younger than their subordinates; Younger supervisors find mentorship in their older subordinates; and Younger supervisors who are women noted having more negative experiences supervising subordinates who are older than they are than younger supervisors who are men. Generational differences in the intergenerational dyad and the role of gender in the intergenerational dyad were also examined and analyzed. The findings of this study suggest implications for leaders in the field of higher education as well as any organization where the intergenerational dyad exists: training for supervisors, creating a culture of support for younger supervisors, and creating a culture of inclusion for younger supervisors. Additional research is recommended to explore: gender differences in the intergenerational dyad, industry differences in the intergenerational dyad, and work/life balance issues that affect the intergenerational dyad.
dc.format.mediumborn digital
dc.format.mediumdoctoral dissertations
dc.identifierHanson_colostate_0053A_11486.pdf
dc.identifierETDF2012500302EDUC
dc.identifier.urihttp://hdl.handle.net/10217/71561
dc.languageEnglish
dc.language.isoeng
dc.publisherColorado State University. Libraries
dc.relation.ispartof2000-2019
dc.rightsCopyright and other restrictions may apply. User is responsible for compliance with all applicable laws. For information about copyright law, please see https://libguides.colostate.edu/copyright.
dc.subjectage
dc.subjectgenerations
dc.subjectolder subordinate
dc.subjectstudent affairs
dc.subjectsupervisor
dc.subjectyounger supervisor
dc.titleThe experiences of the younger supervisor: implications for organizations
dc.typeText
dcterms.rights.dplaThis Item is protected by copyright and/or related rights (https://rightsstatements.org/vocab/InC/1.0/). You are free to use this Item in any way that is permitted by the copyright and related rights legislation that applies to your use. For other uses you need to obtain permission from the rights-holder(s).
thesis.degree.disciplineEducation
thesis.degree.grantorColorado State University
thesis.degree.levelDoctoral
thesis.degree.nameDoctor of Philosophy (Ph.D.)

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