What is Generativity vs Stagnation
Generativity is about actions that benefit society and future generations. It’s about creating value beyond ourselves, often through coaching, volunteering or meaningful work. Stagnation is about self absorption, no growth and disconnection from the community. This is the 7th stage in Erik Erikson’s Psychosocial Development Theory and is about the psychological conflict between these two outcomes. Leaders in this stage can channel generativity and get personal satisfaction and organisational success.Key Takeaways
- Generativity is about creating value beyond oneself through mentoring, innovation, and community involvement.
- Stagnation reflects self-absorption, lack of growth, and disengagement from others.
- This is the 7th stage of Erikson’s Psychosocial Development Theory, relevant to leaders aged 40–65.
- Generative leaders experience greater life satisfaction, health, and stronger relationships.
- In the workplace, generativity boosts motivation, productivity, team retention, and collaboration.
- Traits of generative leaders: coaching, volunteering, sharing knowledge, and driving innovation.
- Traits of stagnating leaders: resisting change, disengagement, no skill development, and self-focus.
- Promote generativity with coaching programs, lifelong learning, autonomy, and recognition.
- Address stagnation with goal setting, feedback, peer collaboration, and development opportunities.
- Cultural factors influence how generativity is expressed—adapt leadership programs accordingly.
- Organisations that foster generativity create purpose-driven cultures and future-ready teams.
Erikson’s Psychosocial stages
| Stage | Conflict | Leadership Focus | Key Developmental Outcome |
|---|---|---|---|
| Infancy (Birth–18 months) | Trust vs. Mistrust | Foundation of trust and security | Hope |
| Early Childhood (2–3 years) | Autonomy vs. Shame and Doubt | Developing independence and confidence | Willpower |
| Preschool (3–5 years) | Initiative vs. Guilt | Taking initiative, creativity, and risk-taking | Purpose |
| School Age (6–11 years) | Industry vs. Inferiority | Mastering skills, striving for competence | Confidence |
| Adolescence (12–18 years) | Identity vs. Role Confusion | Establishing values, leadership style | Fidelity |
| Young Adulthood (19–40 years) | Intimacy vs. Isolation | Building strong professional and personal relationships | Love |
| Middle Adulthood (40–65 years) | Generativity vs. Stagnation | Mentoring, innovation, leaving a legacy | Care |
| Maturity (65+ years) | Ego Integrity vs. Despair | Reflecting on impact and wisdom-sharing | Wisdom |
Generativity and Stagnation Characteristics
Generativity in Leaders
- Coaching younger colleagues or sharing knowledge.
- Contributing to organisational growth.
- Volunteering in community or industry initiatives.
- Pursuing creative or innovative projects to leave a legacy.
Stagnation
- Resisting change or innovation.
- Not engaging with team members.
- No personal growth or skill development.
- Self focused, prioritising personal gain over team success.
Why Generativity in Middle Age
Generativity at this stage has big psychological and societal benefits. Leaders who are generative will experience:- More life satisfaction: Meaningful connections impact overall happiness.
- Better health and wellbeing: Feeling useful and valued impacts mental and physical health.
- Stronger relationships: Generative people tend to have better professional and personal connections.
Generativity in Leadership
For leaders the workplace is a natural place for generativity. By coaching emerging leaders, sharing knowledge or leading innovation leaders demonstrate their value and lift their team. This aligns personal growth with organisational success and creates a ripple effect of good outcomes.For Leaders and Organisations
- More motivation and productivity: Generative leaders are driven by purpose.
- Higher retention: Employees mentored by engaged leaders are 50% more likely to stay in their role.
- Better team dynamics: A culture of mentorship and growth impacts collaboration and morale.
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How to Show Generativity in Leaders
- Coaching programs: Pair experienced leaders with younger colleagues to share knowledge and growth.
- Lifelong learning: Provide opportunities for leaders to upskill through our leadership programs, events or industry certifications.
- Autonomy: Give leaders ownership of projects to innovate and feel a sense of achievement.
- Community engagement: Encourage volunteering in community or industry initiatives or corporate social responsibility programs.
- Celebrate contributions: Recognise and reward leaders who are generative in action.
Stagnation in the Workplace
Leaders showing signs of stagnation need thoughtful interventions to re-engage them:- Clear goals: Help leaders link their work to the organisation’s bigger picture.
- Constructive feedback: Regular meaningful feedback will re-ignite purpose.
- Investment in development: Support leadership development to re-ignite enthusiasm.
- Collaboration: Create environments where leaders can work with peers, share ideas and get new perspectives.
Cultural and Societal Perspectives on Generativity
Cultural contexts shape how generativity is expressed. In some cultures generativity is closely tied to community service and family obligations, in others to professional achievement. Organisations need to consider these nuances when considering a leadership program that works for them.Show Generativity in Your Leadership Team
Generativity is a powerful force that changes individuals and organisations. Leaders who are generative grow, are more satisfied, and build a legacy. Ready to cultivate a generative mindset in your workplace? Get in touch to talk about coaching solutions that will help leaders thrive and make a lasting impact.Click above to see how we can help your team unlock their Potential.
