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Age, skill, and management.
International Journal of Aging & Human Development
|January 1, 1983
Summary
Older managers exhibit improved leadership qualities, contrary to common assumptions about age-related decline. Skills analysis reveals enhanced attributes like global perspective and self-awareness in experienced leaders.
Area of Science:
- Organizational Psychology
- Gerontology
- Human Resources Management
Background:
- Laboratory studies often indicate age-related decline in human attributes.
- Organizations frequently appoint individuals around 55 years old as leaders and policymakers.
- There is a perceived contradiction between age-related decay theories and leadership appointments.
Purpose of the Study:
- To investigate human attributes that may improve with age, particularly in leadership roles.
- To identify specific skills and qualities that enhance with managerial experience.
- To reconcile the discrepancy between age-decline research and leadership practices.
Main Methods:
- Skills analysis of managers at various career stages.
- Qualitative assessment of leadership competencies.
- Comparative study of younger and older managers' attributes.
Main Results:
- Older managers demonstrated increased global perspective and focus on essentials.
- Key attributes improving with age included tolerance, directionality, and self-awareness (assets, limitations, biases).
- Older managers were perceived as less personally competitive and more veridical.
Conclusions:
- Managerial experience can foster valuable leadership attributes that improve with age.
- Age should not be viewed solely as a period of decline, especially in leadership contexts.
- The findings support the appointment of experienced individuals to leadership positions based on enhanced skills.