O papel dos gestores na gestão de conflitos intergeracionais: estratégias para promover a convivência produtiva nas organizações

Abstract

The study addresses the challenges faced by managers when leading teams composed of employees from different age groups. It highlights the current coexistence of four generations in the labor market: Baby Boomers, Generation X, Generation Y (Millennials), and Generation Z, each with values and behaviors shaped by their specific historical contexts and technological developments. Through an integrative literature review, the research sought to investigate how managers deal with generational conflicts in organizational settings. The theoretical framework explores transformations in the world of work, technological evolution, and generational classification. It discusses characteristics such as the loyalty and rigidity of Baby Boomers, the pragmatism of Generation X, Millennials’ search for purpose, and Generation Z’s digital fluency and desire for autonomy. Managers act as mediators and integrators among different generations by identifying the causes of conflicts, promoting dialogue, adapting their leadership style to the needs of the team, and encouraging knowledge exchange between younger and more experienced professionals. This is a qualitative and descriptive study based on an integrative literature review. A total of 21 scientific articles published between 2010 and 2025 and selected from the Google Scholar database were analyzed. The studies show that the main sources of conflict are related to communication styles (formal versus digital), the use of technology, and career expectations. While older generations tend to value hierarchy and face-to-face interaction, younger generations seek flexibility and flatter organizational structures. The effective strategies identified as being used by managers to address these conflicts include the adoption of adaptive leadership, the use of reverse mentoring, in which younger professionals teach more experienced employees about technology, and the implementation of flexible benefits policies. The research concludes that generational diversity should not be eliminated, but rather managed as a strategic advantage. Organizational success depends on the manager’s ability to combine the practical knowledge of veteran employees with the innovation brought by newcomers, thereby promoting a culture of mutual respect and continuous learning.