Leaders in organizations are often self-directed human beings as outlined in Malcom Knowles, the foundational thinker of andragogy, point one. The reason for this is because often leaders are people that have life experiences to draw on, as well as the work experience to be able to show others the way. Age does not determine if one is mature enough to be a successful leader. In most cases though, the majority of leaders I have worked with are older. I don\u2019t believe this is because they make better leaders but perhaps more so because they have enough life experience to be self-directed. They\u2019ve often spent their career working up to the current leadership position they are in. I have however, experienced good leaders that have moved up quickly in an organization and are young. These exceptional individuals often have plenty of credentials behind their names and or have gained valuable experience at a young age. They possessed the natural leadership abilities and throughout life, were involved in activities where they gained valuable leadership skills.<\/p>\n
In my example, I\u2019ve been employed and working in leadership roles for over 25 years. In my early years as a leader I was often challenged by older employees who did not have the confidence that I could do the job. I had to work extra hard to demonstrate that I could be successful. I did not have the on-the-job work experience to draw on and so was reliant on good mentors to show me the way. I did however have plenty of life experience in leadership roles particularly in sports. I also had post-secondary education to draw on and was a quick learner. As I aged though I noticed that life as a leader became easier and I attribute this to a few reasons:<\/p>\n
In closing, life as a leader in midlife has become easier. With a compliment of good life mentors, lots of work experience and the opportunity to continue with my education I\u2019ve become a better-rounded leader. Although my life experiences provide me with the skills to do the job efficiently, I find myself in a position where the workforce is changing and employee expectations are high. This is part of my journey in pursuing my MA in Business Leadership. I want my leadership style to be relevant and also know that my employees and my community are counting on it. I believe every employee deserves to come to work with a leader that wants to do and be their best. I know I still have lots to learn, particularly with younger generations. How do I create a space that is open and welcoming for example? How do I address the needs of the younger generations so that I can reduce attrition and make my company a place worth staying?<\/p>\n","protected":false},"excerpt":{"rendered":"
Leaders in organizations are often self-directed human beings as outlined in Malcom Knowles, the foundational thinker of andragogy, point one. The reason for this is because often leaders are people that have life experiences to draw on, as well as the work experience to be able to show others the way. Age does not determine … <\/p>\n