Date of Award
5-1-2025
Document Type
Dissertation
Degree Name
Doctor of Education
Department
Education
First Advisor
Tonya Thompson
Second Advisor
Michelle Whitacre
Third Advisor
Robyne Elder
Abstract
Generational diversity poses numerous challenges within organizations, primarily as workplaces can now encompass up to five generations (BasuMallick, 2020). The scholar-practitioner explored various facets of generational diversity, highlighting barriers that impact the work environment, employee behavior, communication, knowledge transfer, technology adoption, management decisions, employer obligations, and cultural disparities. Despite increasing recognition of diversity, equity, and inclusion (DEI), entrenched biases persist, perpetuating stereotypes and marginalizing different generational cohorts (Fasbender & Gerpott, 2022; Gates, 2023; Renstrom, 2020; St. Aubin, 2019). Research revealed deficiencies in emotional intelligence (EI) among apprentices, particularly in self-awareness, self-management, social awareness, and relationship management, alongside challenges in achieving work-life balance. Working with stakeholders such as regional directors and instructors, the researcher devised prototypes to raise awareness of EI in the workplace. A study involving 10 diverse apprentices showed promising outcomes following an asynchronous, 90-minute online training session. This session included an initial five-point Likert Scale survey (Ahmed, 2022) to gauge EI, followed by a three-module awareness program addressing status quo bias, EI, and company training strategies. The study demonstrated that a hybrid, empathy-driven approach to EI training significantly enhanced generational inclusivity in the workplace, with younger cohorts showing measurable increases in EI and engagement. In contrast, older employees encountered difficulties with digital components, underscoring the necessity for differentiated learning pathways. Additionally, while reverse mentorship models facilitated knowledge exchange, some senior employees displayed reluctance,highlighting the critical need for cultural support within non-traditional mentorship structures. These findings affirmed the value of tailored, cohort-sensitive interventions and underscored the role of transformational leadership in addressing age-related biases and cultivating a diverse, adaptable organizational culture. Addressing barriers to generational diversity enables company leadership to prioritize human-centricity and drive organizational change by fostering ethics, equity, and social justice. It promotes inclusivity, challenges biases that perpetuate inequality, and ensures fair and equitable opportunities for all generations in the workforce. This approach cultivates a more empathetic workplace culture, enhances collaboration across generations, and contributes to positive societal impacts aligned with principles of justice and equality.
Recommended Citation
Benke, Bryan T., "The Barriers Preventing Generational Diversity in the Workplace: A Design-Based Research Study on Generational Diversity in the Workplace" (2025). Dissertations. 790.
https://digitalcommons.lindenwood.edu/dissertations/790
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
