Date
11-11-2026
Department
Helms School of Government
Degree
Doctor of Philosophy in Public Administration (PhD)
Chair
Kenneth Hutchinson
Keywords
Army, intergenerational, leadership, lifespan development, military
Disciplines
Public Affairs, Public Policy and Public Administration
Recommended Citation
Walker, Kara R., "Leadership Effectiveness Across Generations: A Generational and Lifespan Developmental Analysis in Military Public Administration" (2026). Doctoral Dissertations and Projects. 9046.
https://digitalcommons.liberty.edu/doctoral/9046
Abstract
The purpose of this study was to understand the impact of different generational worldviews and other factors in the United States Army on effective leadership. In the Army, a wide range of age groups and backgrounds presents unique challenges in leading and managing generational differences. Study participants included personnel who were at least 17 years old and had served at least 1 year in the United States Army, Army Reserve, or Army National Guard. The study findings answer the central research question: How do generational worldviews, career stage, gender, and life experiences influence effective leadership in the United States Army? The Generational Theory, Lifespan Developmental Theory, and Transformational Leadership Model provided a framework not only to conceptualize generational cohorts and determine how each generation is shaped by the events and challenges they face during their time, but also to offer insight into followers' expectations of leaders based on their values (Brinkhof, 2023). Leadership perspectives were investigated using a qualitative survey with open-ended questions and post-survey interviews. Nine themes were identified regarding effective leadership perceptions and ways to mitigate the differences: (1) shared values and differing expectations, (2) leadership effectiveness is behaviorally defined, (3) lived experience shapes leadership expectations, (4) effective leadership is relational and credible, (5) communication is central to leadership effectiveness, (6) generations interpret authority differently, (7) differences are not moral, but methodological, (8) leader adaptation is inconsistent, and (9) a leader’s ability to adapt influences climate and trust. The findings help military units and private organizations gain insights into effective leadership strategies for the multigenerational workforce.
