It is believed that older people are better equipped to lead due to their extensive life experience and well-developed interpersonal skills, while others hold the opposite view, arguing that younger individuals are more suited to leadership because of their adaptability and unconventional ideas. Acknowledging both perspectives, I contend that leadership should be assessed on the basis of an individual’s qualities and achievements rather than chronological age.
On the one hand, older people often have a considerable advantage in terms of experience and emotional maturity. Having spent many years navigating both personal and professional challenges, they tend to be more aware of the consequences of important decisions and better equipped to remain calm during similar crises. For instance, a manager who has faced economic downturns may be better prepared to tackle similar challenges in a new workplace. Moreover, senior executives usually possess strong transferable skills that enable them to address conflicts diplomatically and build consensus among people with different opinions. Without such experience, even a well-intentioned decision could have unforeseen consequences.
Younger leaders, on the other hand, usually bring energy, technological awareness and a willingness to challenge established practices as they have grown up in a digitised and interconnected world. They may therefore be more inclined to experiment with unconventional solutions rather than simply relying on traditional methods. A young business leader, for example, might use artificial intelligence to improve a workplace productivity while introducing more flexible working arrangements and marketing strategies that many traditional organisations may be reluctant to adopt. Furthermore, younger leaders may be more receptive to new ideas because they are often less attached to long-established procedures. Not only can this foster innovation, but it can also prevent companies from becoming stagnant.
Although valuable, experience does not automatically lead to effective leadership, just as youth does not guarantee creativity or adaptability. Older people may have more years of experience, but they may not have devoted sufficient time to professional development. Similarly, growing up in a technology-driven world does not necessarily mean that younger individuals are well-informed or adaptable. In my view, a good leader is someone who combines the wisdom gained from experience with the dynamism of youth. While it may be impossible for one person to possess all of these characteristics, effective leaders can compensate for their weaknesses by listening to people from different generations. For instance, senior executives with decades of industry knowledge may work alongside colleagues who understand emerging technologies, allowing an organisation to benefit from both perspectives.
In conclusion, there are benefits to both older and younger leaders, with the former contributing invaluable experience and emotional maturity, while the latter offering innovation and adaptability. Nevertheless, I believe that age should not be treated as a decisive factor, as effective leadership depends on the combination of experience, adaptability and other relevant qualities.