Abstract:
Generational Identity (GI) - an inherent part of current Multi-generational workforce (MGW) hinders
Generational Cross-mentoring (CGM) and breaches Psychological Safety (PS) in organizations. GI harms both
GCM and PS by assuming a conflicting dual role irrespective of GCM and PS being, much-celebrated
interventions that address the generational competency-gap, build competitively advantageous MGW and
psychologically safe workplaces. Practicing managers/Organizations are challenged by the dearth of expertise and
capabilities due to the lack/absence of theoretical and practical knowledge for effective utilization /
implementation of GCM and PS reaping fully, its intended benefits. Literature on GCM, PS and Generational
Competency gap are all sparse, lacking dedicated underpinning theories while, empirical data on
operationalization, models, methodologies, measurements and best practices are all non-existent posing a grave
multi-facetted knowledge gap. In response, this study seeks to explore the conflicting dual role of GI and its impact
on knowledge sharing within the MGW through GCM and PS. As the study takes an exploratory nature, a
qualitative research methodology, within the interpretivist philosophy with 27 interactive-in-depth-one-on-one
interviews, and four focus groups of 6-8 each with data analyzed through Thematic Analysis, allowing themes to
emerge from the data set was determined. Study reveals (1) GI to be supporting the Instrumental/career element
while conflicting with the Relational/psychological element of the GCM process (2) PS supports GCM, in sharing
knowledge within the MGW (3) GI while being sustained/supported by PS, undermines PS via mentors’ and
mentees’ expressions/demonstration of GI. (4) Emergent theme “Agreeing-to-disagree” informs of respect and
Self-determination for conflict resolution. The study concludes emphasizing the theoretical and managerial
contributions along with directions for future research
