In “Home Alone,” Kevin McCallister is just an eight-year-old boy who, on the surface, seems far too young to be taken seriously. Left behind by his family during the holiday season, he faces challenges that would overwhelm most adults. Yet, Kevin doesn’t just survive—he thrives, outsmarting two seasoned burglars with a series of clever traps and strategies. His age is constantly underestimated by everyone around him. Yet, articles like “8 Leadership Lessons from Home Alone” highlight how this young boy embodies critical leadership qualities. What qualities does an eight-year-old have that leaders should strive for?
Kevin McCallister might not have decades of experience, but he demonstrates that the core qualities of leadership—like decisiveness, vision, and adaptability—aren’t defined by age.
Is leadership something you’re born with, something you learn over time, or is it simply about having the right mindset in the moment?
The age factor
In many cultures, age often plays a significant role in determining who gets to lead. We are conditioned to accept the age factor as an important tool when it comes to assigning responsibilities and roles. In both schools and colleges, the trend of Grade 12 students becoming school heads and final year students taking on leadership roles seems to be widespread. Are younger leaders being overlooked due to a lack of “experience”?
Leaders are expected to have more experience, knowledge, and power similar to a teacher-student relationship, which legitimises their role in guiding and instructing their followers. According to implicit leadership theories, people anticipate leaders to be older than their followers, making older leaders more likely to be accepted or viewed as suitable compared to younger counterparts. Further, theories of status congruence indicate that harmony between various aspects of status, such as age, experience, and hierarchical position, is crucial for social functioning.
When a leader is younger and less experienced than their followers, this creates an instance of status incongruence, as the leader holds higher status in some dimensions (like hierarchical position) but not in others (like age). Both leaders and followers may react unfavourably to status incongruence, potentially resulting in decreased support and loyalty. As a result, status incongruence is linked to perceptions of lower leadership effectiveness.
Experience vs potential
The average age of a chief executive is decreasing for the first time in years, dropping from 56 to 53 last year. This small, yet significant change contrasts with previous years where there was minimal movement in this area. In 2023, research discovered that 88% of the new CEOs in the FTSE 100 were first-timers, indicating a shift in factors that are prioritised over time.
The advantage of youth lies in its high energy levels and idealistic dreams, while age brings the advantage of wisdom and experience. However, neither youth nor age can exclude the commitment required to be an effective leader. In fact, research has shown that in task-oriented behaviour, younger and older leaders are equally effective. Age doesn’t seem to impact a leader’s willingness to step up, issue directives, and provide rewards for performance. However, it does take time to learn and excel at a job, which might mean that older professionals, due to their experience, may have a better ability to make sound decisions. On the flip side, a younger person may not carry that baggage of experience and take more risks in decision-making.
In the current world, characterised by constant change and uncertainty, creativity is being emphasised as an important skill for future leaders. Younger leaders have a greater opportunity to express creativity due to their limited experiential biases. This gives the advantage to the younger generation as they are more open to evolving ideas, not having formed habits yet.
It is easy to think that experience is what matters, but not if that means someone is set in their ways, and rigid with bias. An effective leader does not need to have decades of experience today, but they do need to be adaptable, agile, and decisive in any given situation. This signals the changing face of leadership, where diversity of thought and experience are valued above years spent in the job.
Micro-indicators of a good leader
Leadership isn’t limited to being the CEO or the President; it can be as simple as leading a project or taking charge when you are eight-years-old and find yourself home alone dealing with two burglars.
In an organisation, how do we evaluate whether someone is ready to take charge without considering factors like age or how long they have been in the organisation? Here are some micro indicators you can consider:
- Strategic thinking and adaptability: Can the person see the broader context, anticipate future trends, and adapt to change?
- Interpersonal skills and influence: Can the person work well with others, communicate effectively, and build strong relationships?
- Empathy and people management: Does the person understand and support their team, delegate effectively?
- Decision-making and problem-solving: Can the person make sound decisions, solve problems under pressure, and balance collaboration and analysis?
- Self-awareness and resilience: Does the person understand themselves, manage emotions, and bounce back from challenges?
In today’s fast-paced world, effective leadership requires the ability to innovate, adapt, and inspire, regardless of age. Organisations that go beyond age and tenure, and embrace generational inclusion can tap into a diverse pool of potential that can help them navigate an ever-changing landscape.