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\"The Survival Guide for GenX Leaders provides hope and pragmatic tips to guide organizations and institutes through times of tremendous transition\"-- Provided by publisher.

This article addresses the urgent need for sustainable intergenerational leadership within contemporary church contexts, particularly in Southeast Asia, where traditional hierarchical models often marginalise younger leaders. Drawing from the contrasting biblical narratives of Saul’s failed leadership transition and Moses’ successful mentorship of Joshua, the study develops a theologically grounded and contextually relevant framework for leadership succession. The proposed C.H.A.I.N. model: Calling, Honour, Alignment, Investment and Navigation, offers an integrative approach emphasising spiritual formation, mutual respect across generations, strategic coherence and Spirit-led transition. Employing qualitative theological research and narrative analysis, the article synthesises biblical insights with contemporary leadership theory to construct a model applicable to diverse ecclesial settings. The findings reveal that effective leadership regeneration is not merely organisational but deeply spiritual, requiring intentional mentoring, public affirmation and communal discernment. This article contributes a novel theological framework to guide churches in nurturing generational continuity, mission alignment and leadership resilience for the future.ContributionThis study offers a theologically grounded and contextually relevant model for intergenerational church leadership, bridging biblical narrative with practical ministry frameworks to support sustainable succession in diverse ecclesial contexts.

Exploring a topic of growing importance that has scant coverage, this book brings to the fore a comprehensive discussion of intergenerational predicaments. It explores how corporate and financial social responsibility can leverage intergenerational harmony through Corporate Social Responsibility (CSR) and Socially Responsible Investment (SRI).

Innovative work behavior has broader meanings and implications than employee performance. Performance is a short-term achievement or a way to prove that employees can do a task or job. Innovative work behavior creates and implements new ideas beneficial for individuals and organizations. Therefore, this study aims to analyze the effect of individual agility and intergenerational learning on employees innovative work behavior with the mediating role of age diversity climate and moderating role of intergenerational leadership. Samples taken were lecturers, assistant professor, and associate professor from private universities in Central Java, and the number of respondents was 263, using a structural equation model to analyze the data. The results indicate that individual agility and intergenerational learning positively relate to lecturers innovative work behavior. Furthermore, age diversity climate mediates the relationship between individual agility and intergenerational learning on lecturers innovative work behavior. Intergenerational leadership enhances the relationship between age diversity climate and lecturers innovative work behavior. Innovative work behavior requires individual encouragement and learning created from within the employees.

\"Tim Eisenhauer explains and unifies the groundbreaking employee engagement practices of America's most admired companies. It shows the role of individuals, managers, and executives in building a new kind of workplace. And it uses the collective experience of hundreds of employers through research and case examples to help you--the manager--transform your mind, your team, and your business. Everyone's talking about it, but it's as bad as it's ever been. Employee engagement has been linked to every positive business outcome: innovation, productivity, employee and customer loyalty, even stock performance. Yet workplace cynicism is so widespread that we think of it as normal. The employee engagement conversation has gone off track. Will measuring, tracking and decoding employee sentiment solve the problem? Let's see ... Instead of talking to employees, we're talking about them and second-guessing their sentiments. This is not a good plan. Meanwhile, some employers have succeeded spectacularly. They get different results because they focus on: individuals, relationships, and culture. Let's talk about making all the right things come naturally. How do break-away companies reset their defaults that put inertia on their side? They've started a trend that is massive, global and irreversible. Not only do people mentally disengage from companies and bosses that don't get them, they leave in search of those that do. This is a trend you can count on ... And, like any trend, you can use it to your advantage\"--Publisher's description.

Background and objective: In this paper, we explore first-generation leadership succession in family businesses which, despite extensive literature on the subject, remains insufficiently understood. Our goal is to acquire new knowledge and understanding regarding this phenomenon with a view to making it more effective. Method: The basis of our research is a qualitative multiple case study that includes six medium-sized manufacturing family businesses. We conducted semi-structured interviews with incumbents, successors and family representatives, and analysed the data obtained using the content analysis method. Results: The data analysis and interpretation led to a definition of the category \"The way ahead: the process of succession\" along with descriptions of its nine elements that help answer three research questions. Conclusions: The research results show significant differences between the processes considered together with their uniqueness. While the need for succession planning and plan preparation is clearly expressed, no steps are taken due to the underestimation of its importance, the lack of both experience and relevant knowledge, often accompanied by emotional burdens that discourage planning. Contribution: The study contributes original insights and new knowledge concerning the leadership succession process, succession planning, and its implementation.

\"THE REMIX is the essential guide for managers, entrepreneurs, and employees looking to navigate the multigenerational work place by best-selling author and keynote speaker Lindsey Pollak\"-- Provided by publisher.

PurposeDemographic changes and consequent diversification of teams of employees in organisations require us to change one’s approach to managing human resources and to search for new methods adjusted to contemporary challenges. One of such methods is reverse mentoring. It is a new form of mentoring where the younger employee is the mentor sharing expertise with the older employee. The purpose of this article is to identify advantages that reverse mentoring offers individuals who participate in the mentoring relationship – the younger mentor and the older mentee, and the entire organisation, as well as to identify conditions conducive to revealing desired advantages.Design/methodology/approachThe article presents results of empirical research conducted based on the qualitative method and semi-structured individual interviews. The research focussed on five pairs from five different organisations operating in Poland who applied reverse mentoring as well as managers or human resources managers of these enterprises.FindingsResearch results show that reverse mentoring may offer numerous advantages to both individuals engaged in the relation (the mentor and the mentee) and the entire organisation. Thus, reverse mentoring seems to be an efficient tool for sharing knowledge, creating engagement, developing leadership and, first and foremost, building intergenerational relations based on mutual acceptance. Conclusions drawn from the research show that efficacy of reverse mentoring depends on the level of engagement in the mentor/mentee relation and the level of organisational support – engagement of the officers, supportive organisational culture and atmosphere conductive to cooperation.Research limitations/implicationsOne of the limitations of the research is the fact that reverse mentoring is not common in Polish organisations, thus the number of the interviews is limited. Furthermore, the data were collected from companies operating in Poland and they refer to one cultural circle. Another limitation is closely connected with the nature of qualitative research, as the research findings may be influenced by the personal perspective of participants.Practical implicationsThe paper helps managers to build intergenerational relations. It encourages the use of reverse mentoring by emphasising its various benefits. It also specifies the conditions which need to be taken into consideration in order to increase the chances of enjoying the benefits, especially the necessity to prepare individual development plans adjusted to the needs and expectations of participants, proper selection of pairs for the mentoring relation and sufficient preparation of each party to the relation. This knowledge may be used by practitioners of managing human resources to develop organisational support for mentoring programmes.Social implicationsThe paper presents reverse mentoring as an opportunity for intergenerational knowledge sharing and developing intergenerational cooperation.Originality/valueThe results of the research extend the knowledge in the area of applying reverse mentoring to create intergenerational relationships. So far, this subject has received limited attention in the literature. Since reverse mentoring is not a widespread method, and research in this area is relatively rare, the value of the paper is to fill the gaps in this subject.

A quarter century ago, an important finding in stratification research showed that the intergenerational occupational association was much weaker among college graduates than among those with lower levels of education. This article provides a comprehensive assessment of the \"meritocratic power\" of a college degree. Drawing on five longitudinal data sets, the author analyzes intergenerational mobility in terms of class, occupational status, earnings, and household income for men and women. Findings indicate that the intergenerational association is strong among those with low educational attainment; it weakens or disappears among bachelor's degree holders but reemerges among those with advanced degrees, leading to a U-shaped pattern of parental influence. Educational and labor market factors explain these differences in mobility: parental resources influence college selectivity, field of study, and earnings more strongly for advanced-degree holders than for those with a bachelor's degree alone. Adapted from the source document.

This article provides evidence and a rationale based on adaptive governance studies for why creating meaningful youth engagement should be understood in terms of intergenerational dialogue, collaboration, learning, and substantive decision-making in global environmental governance. We have centered our discussion on the International Union for the Conservation of Nature (IUCN), as the largest global conservation organization. Through an organizational ethnography approach, we have demonstrated how generational concerns within the IUCN have been framed in terms of participation, and then present the IUCN Intergenerational Partnership for Sustainability (IPS) as a case study of a grassroots movement that is focused on transforming the IUCN towards being a fully intergenerational global governance system for nature conservation. We have described the development of intergenerational thinking and action within the IUCN, and discussed intergenerational governance as being essential for addressing nature conservation challenges faced by local communities in times of increasing global uncertainty. We conclude by providing recommendations for enhancing intergenerational dialogue and building intergenerational governance structures within global conservation organizations.