Generational synergy: exploring the impact of intergenerational leadership on employee outcomes in technology firms

Abstract

PurposeThe purpose of this paper is to investigate the impact of intergenerational leadership on employee well-being and sustainable employability in family-owned technology companies in the Marmara region of Turkey and, in particular, the mediating roles of employee-company identification and corporate reputation in improving these outcomes.Design/methodology/approachA quantitative research design was adopted focusing on technology companies established in Istanbul, Kocaeli, Bursa and Sakarya between 1980 and 2011. These companies are family companies and are managed by second and third generation leaders. Data were collected through a survey conducted on 385 expert employees in these companies. Structural equation modeling was used to analyze the data and evaluate the relationships between variables using the Jamovi program.FindingsThe research confirms that intergenerational leadership positively affects both employee-company identification and corporate reputation, which serve as mediating variables that positively affect employee well-being and sustainable employability.Research limitations/implicationsThe research is limited to family-owned technology companies in the Marmara region of Turkey, which may affect the generalizability of the findings. Future research can expand the scope to include companies from other regions and industries to validate and expand the findings. Further researches can also examine additional mediating or moderating variables to gain a deeper understanding of the mechanisms linking intergenerational leadership to employee outcomes.Practical implicationsThe results suggest that family-run technology companies can benefit from developing and promoting intergenerational leadership practices. Such practices can strengthen employee-company identification and corporate reputation, and ultimately improve employee well-being and sustainable employability. This is crucial for companies that aim to retain talent and increase productivity.Social implicationsThe findings provide insights into how intergenerational leadership fosters employee-company identification and enhances corporate reputation, which positively affects employee well-being and sustainable employability. The research enriches the leadership and organizational behavior literature by emphasizing the importance of intergenerational leadership in family companies.Originality/valueThe research is one of the first to examine the dynamics of intergenerational leadership in the context of family-owned technology companies in Turkey. By focusing on employee-company identification and corporate reputation as mediating factors, the research offers a unique perspective on how leadership practices can improve key organizational outcomes.