Generativity and balance in leadership

The ability to transform follocwers into new leaders is an important task for leadership, as it guarantees organizational continuity and generativity. At the same time, however, it is a challenge that too often goes unanswered. In particular, research data emphasize that intergenerational transfer is highly critical in Italy: the number of elderly entrepreneurs, executives and top managers, for example, has increased significantly in recent years. This article presents a theoretical reflection on this issue, and has four main goals: to introduce the Italian leadership situation; to describe and understand the ‘dark side of leadership’ with particular attention to narcissism in leadership; to identify the main elements which can promote ‘generative leadership’ in organizational contexts (i.e. in this paper, a leadership based on the idea of generativity developed by Erik Erikson in 1968), highlighting the ability to achieve balance in leadership as a core aspect; and to provide suggestions about leadership training and development programmes, with a special focus on mentoring and coaching.