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The Changing of the Guard: What Generational Differences Tell us about Social-Change Organizations

Harvard University

Accounts by executive directors and staff working in progressive social change organizations allude to generation-gap problems in the nonprofit sector that threaten the future work of these groups as they attempt to change `the system'. To see how generational issues might be affecting social-change nonprofits, we conducted a series of in-depth interviews with executive directors (falling into two age groups) and with young staff (under 40 years old).The findings of the study refute the notion of large generational differences. Both older and younger people involved in these organizations have many of the same qualities: commitment, concern, energy, interest, and a strong belief in justice. However, differences are evident between those born in the Baby Boom generation and those who identify with Generation X in respect to their motivations to enter social change work, their concerns about the work/personal life divide, and their views of the future. Understanding these differences can help build strong leadership for the future.

Key Words: generation gap • nonprofit • social change • Baby Boomer • Generation X • organizational form • nonprofit leadership • work-family balance • management • leadership transition

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Nonprofit and Voluntary Sector Quarterly, Vol. 32, No. 3, 450-457 (2003)
DOI: 10.1177/0899764003254975


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This Article Abstract Free Full Text (Free PDF) Free Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Kunreuther, F. Search for Related Content Social Bookmarking                         What's this?