Managing the Multigenerational Teams of Commercial Banks in Agusan Provinces: A Multiple Case Study on the Endeavors of Concerned Managers
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Abstract
This qualitative multiple case study explored the management of multigenerational teams in commercial banks in the provinces of Agusan del Norte and Agusan del Sur, Philippines. It examined the experiences, challenges, and coping strategies of five branch managers leading teams composed of Baby Boomers, Generation X, Millennials, and Generation Z employees. Anchored in the Generational Cohort Theory (Howe & Strauss, 1991), Situational Leadership Theory (Hersey & Blanchard, 1969), and Social Identity Theory (Tajfel & Turner, 1979), the study aimed to understand how leaders bridge generational gaps to enhance collaboration and performance. In-depth interviews were conducted using maximum variation sampling and analyzed by thematic and cross-case methods. Findings revealed that effective management of multigenerational organizations requires adaptive leadership characterized by flexibility, empathy, and inclusive decision-making. Managers emphasized the importance of mentoring, conflict resolution, and knowledge sharing to maintain harmony and efficiency. The study highlighted that leadership adaptability and generational understanding are essential for sustaining organizational cohesion. It concluded that generational diversity, when implemented through inclusive and situational leadership, can be a strategic advantage. Leadership training integrating generational intelligence was recommended to enhance management practices in the banking industry.
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