Exploring differences in leadership behaviors and in the perceived work environment between younger and older managers in a Swedish mining company

The mining industry is undergoing rapid transformation, driven by technological advancements, sustainability concerns and demographic shifts. This transformation will put more younger people in management positions. This study provides valuable insights into the leadership behaviors of younger and older managers within a large Swedish mining company, highlighting the importance of managerial experience and targeted training programs to foster effective leadership, particularly in the context of change management. The findings emphasize the need to create work environments that support managers to develop their leadership, contributing to improved employee well-being, operational efficiency, and adaptation to the changing demands of the modern mining sector. Background The global mining industry faces significant challenges, including the need to recruit a new generation of workers, digitalize operations in line with Industry/Mining 4.0 principles, and transition to more sustainable practices [1]. These trends place demands on leadership, requiring managers to adapt to rapid changes, embrace new technologies and promote employee well-being. As older managers approach retirement, a generational shift is underway, leading to an increased presence of younger managers in the industry. However, research on young managers in the mining sector is limited, leaving a gap in our understanding of their leadership behaviors and the challenges they face [2]. This study addresses this gap by investigating differences in leadership behaviors and the perceived work environment between younger and older managers in a large Swedish mining company. The company is one of Sweden’s oldest industrial companies and is wholly owned by the Swedish state. It is an international mining and minerals group headquartered in Sweden and employs around half of all mining company employees in the country. The company is often described as modern compared with many other mining companies around the world, due to its modern technology and also in terms of its work environment. Methods This study employed a mixed-methods approach, combining quantitative data from an online questionnaire with qualitative data from semi-structured interviews. Data were collected during the fall of 2021. The online survey contained self-rate questions about background variables, social and organizational working conditions, health and leadership behaviors. The survey was answered by 216 managers in Sweden (response rate: 63 percent). Leadership behaviors were assessed using the three-dimensional model (relation-oriented, structure-oriented and change-oriented) and the healthy and effective leadership (HEL) behaviors model [3]. Semi-structured interviews were conducted with 10 young managers (35 years old or younger) within the company’s Swedish operations to gather in-depth insights into their experiences, perceptions and challenges.Statistical analyses, including t-tests, chi-square tests, correlation analyses, and ordinary least squares (OLS) linear regressions, were performed to identify significant differences between younger and older managers and to determine the factors associated with different leadership behaviors. Qualitative data from the interviews were analyzed using summative content analysis to identify themes and patterns related to the managers’ perceptions of their work situation and leadership behaviors from an age and generational perspective. Results The study found no statistically significant differences between younger and older managers regarding workload, working hours, health and work satisfaction. However, older managers rated themselves higher on change-oriented leadership behaviors at a statistically significant level. Regression analyses revealed that managerial experience was positively associated with both change-oriented leadership and HEL behaviors, while being a first-line manager was negatively associated with these leadership behaviors. In the regression analyses, whether the manager was younger or older was not significantly associated with any leadership behavior. The interviews with young managers revealed that they generally practice relation-oriented leadership, emphasizing trust, communication and support for their subordinates. Structure and order were also identified as important elements of their leadership style. Challenges experienced by the young managers included interpersonal personnel issues, work environment responsibility and their own abilities. Few managers reported any particular effect of their age. However, some young managers mentioned that generational shifts were a challenge, both with reference to subordinates and other managers. Discussion The findings suggest that managerial experience plays a more critical role in shaping leadership behaviors than age. This aligns with previous research indicating that experience provides managers with practical knowledge and the ability to prioritize effectively. The positive association between managerial experience and leadership behaviors may also reflect the development of essential skills, such as communication and delegation, over time. The fact that no managers reported any particular effect of their age in the interviews corresponds to the statistical analyses. The negative association between being a production manager and change-oriented leadership/HEL behaviors may indicate that these roles require a greater focus on day-to-day production needs, limiting the opportunity or scope for engaging in these types of leadership behaviors. This underscores the importance of providing all managers, regardless of their position, with the resources and support necessary to develop and practice their leadership skills. Conclusions This study provides valuable insights into the leadership behaviors of younger and older managers in the mining industry, highlighting the importance of managerial experience and thus training programs. Mining companies should prioritize creating conditions for change-oriented leadership and supporting young managers. Targeted interventions, such as leadership training and mentorship programs, can help address the challenges faced by young managers and promote the development of essential leadership skills. Selected references Lööw J, Abrahamsson L, Johansson J (2019) Mining 4.0—the impact of new technology from a work place perspective. Min Metall Exp 36 Mattson Molnar M, Johansson J, Vinberg S, Larsson J, Lööw J (2023) Facilitating and straining factors affecting the health and sustainability of young managers in a modern mining industry: self-fulfilment and development - a buffer for young managers? Work Life in Transition 2/2023:3–53 Larsson J (2017) Healthy and effective leadership behaviour through a leadership development programme. Total Qual Manag Bus Excell 28:1617–1631

Exploring differences in leadership behaviors and in the perceived work environment between younger and older managers in a Swedish mining company

Authored by: Joel Lööw1, Stig Vinberg, Jan Johansson, Mats Jakobsson, Malin Mattson Molnar, and Johan Larsson

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