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Age-Differentiated Leadership and Healthy Aging at Work: Evidence from the Early Stages of the COVID-19 Pandemic

Little is known about the relative influence of age-differentiated leadership on healthy aging at work. Likewise, the age-conditional influence of age-differentiated leadership is understudied, and especially so in the context of the COVID-19 pandemic. Using a three-wave longitudinal study, we examined the role that age-differentiated leadership plays in the prediction of work ability, as measured three times over six months (n = 1130) during the early stages of the COVID-19 pandemic in Germany (i.e., December 2019, March 2020, and June 2020). The results suggest that although there were no systematic changes in work ability on average, there was notable within-person variability in work ability over time. Additionally, we find that a balanced approach to age-differentiated leadership that considers the needs of both older and younger employees matters most and complements the positive influence of leader–member exchange for predicting within-person variability in work ability. We also find that older employees’ work ability benefits from an approach to age-differentiated leadership that considers older employee’s needs, whereas younger employees’ work ability especially benefits from leader–member exchange and a balanced approach to age-differentiated leadership. Overall, these results provide initial support for the idea that an age-differentiated approach to leadership is important when considering healthy aging at work.

Identiferoai:union.ndltd.org:DRESDEN/oai:qucosa:de:qucosa:85183
Date04 May 2023
CreatorsKoziel, Ryszard J., Friedrich, Jack C., Rudolph, Cort W., Zacher, Hannes
PublisherMDPI
Source SetsHochschulschriftenserver (HSSS) der SLUB Dresden
LanguageEnglish
Detected LanguageEnglish
Typeinfo:eu-repo/semantics/publishedVersion, doc-type:article, info:eu-repo/semantics/article, doc-type:Text
Rightsinfo:eu-repo/semantics/openAccess
Relation1660-4601, 12509

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