Few workplace ideas have gained as much traction as the notion of generational difference. Baby Boomers are often portrayed as loyal and hierarchical, Millennials as purpose-driven, and Gen Z as seeking flexibility and constant feedback. In sectors under pressure, particularly healthcare, these labels have become shorthand explanations for disengagement and high staff turnover. Managers are frequently encouraged to adapt their approach based on age, effectively managing generations rather than individuals.
This emphasis risks overlooking a more influential factor. Research involving nurses and midwives across Irish hospitals indicates that age-based explanations only tell part of the story. The strongest influence on whether people remain committed to their roles is not when they were born, but how they are led. Inclusive, supportive leadership consistently emerges as a key factor in retention, engagement and wellbeing across all age groups.
This insight is especially relevant given the strain facing Ireland’s health service. Persistent understaffing, heavy workloads and burnout have pushed many skilled professionals to reconsider careers they once found rewarding. In response, generational narratives have gained popularity. Younger staff may be labelled impatient or demanding, while older colleagues are described as resistant to change. These stories may sound persuasive, yet they oversimplify complex experiences and can deepen divisions at a time when unity is essential.
There is also a gap between popularity and evidence. Despite widespread use in management thinking, robust academic support for clear, consistent generational differences in workplace values remains limited. While generations are a recognised sociological concept, decades of research have struggled to show that people from different birth cohorts reliably hold distinct attitudes to work.
Many studies find no meaningful differences at all. Others blur the line between generation and age, making it unclear whether attitudes reflect life stage or career position rather than generational identity. Research often compares age groups at a single moment rather than tracking changes over time. Unclear definitions of what constitutes a generation, limited attention to national context, and insufficient consideration of gender and ethnicity further weaken the evidence.
For employers, this creates a risk. Workplace strategies built on uncertain assumptions can reinforce stereotypes instead of addressing real needs. Interventions may appear tailored, yet fail to reflect how people actually experience their working lives.
An alternative approach focuses on a simpler question. What helps people remain engaged, healthy and committed at work? Using surveys, interviews and a review of international research, recent findings highlight the central role of leadership in shaping wellbeing and intentions to stay.
Positive leadership, characterised by trust, fairness, visibility and encouragement, is strongly associated with lower turnover intentions across all ages. Psychological safety, where people feel able to speak openly and learn from mistakes without fear, matters equally to those early and late in their careers. Opportunities to shape roles and use individual strengths are valued regardless of year of birth.
Many needs often framed as generational are, in reality, shared human needs. Differences do exist, yet they tend to be contextual and nuanced rather than neatly divided by age. Younger staff may prioritise regular feedback and clear development pathways, while more experienced colleagues often value professional identity, stability and strong peer relationships. These preferences rarely clash when leadership is respectful and inclusive. Instead, they can complement one another.
What employees consistently reject are age-segregated solutions. They point instead to the value of connection across experience levels. Two-way mentorship, shared learning and teams that respect both experience and fresh perspective build trust and cohesion. Visible leadership, strengths-based feedback and structured support are repeatedly identified as effective practices.
Focusing too heavily on generational difference can distract from these fundamentals. By emphasising division, it can frame dissatisfaction as inevitable rather than addressable. Leadership quality offers a more productive lens. The question shifts from how to manage a particular generation to how to create environments where people feel valued, safe and supported.
This shift carries particular weight in healthcare, where trust, communication and teamwork underpin patient safety. Leaders who encourage openness enable staff to raise concerns and learn together. Leaders who recognise strengths help individuals understand the value of their contribution. Leaders who model respect foster cultures where difference is integrated rather than feared.
The implications extend beyond healthcare. Across public and private organisations, challenges around engagement, retention and diversity persist. Generational explanations may feel comforting because they simplify complexity, yet simplicity does not equal accuracy. Evidence increasingly suggests that leadership quality is the common thread. Where leadership is weak, differences harden into fault lines. Where leadership is inclusive, diversity becomes an asset.
Retaining skilled people requires less debate about generations and greater investment in leadership development. Leaders who prioritise trust, connection and wellbeing help create workplaces where people can remain engaged and thrive, regardless of age or background.
Disclaimer: This article is based on publicly available information and is intended for general guidance only. While every effort has been made to ensure accuracy at the time of publication, details may change and errors may occur. This content does not constitute financial, legal or professional advice. Readers should seek appropriate professional guidance before making decisions. Neither the publisher nor the authors accept liability for any loss arising from reliance on this material.
PracticeNet