Abstract
The intersection of identity, generations and leadership is receiving widespread attention both in the academic field and in organisational practice. As there are purportedly four generations in the labour market and organisations and their employees ‘feel’ identifications and disidentifications in the workforce, a systematic exploration seems promising. However, most previous empirical findings have been either weak, or even con-tradictory. This has led to increasingly loud criticism in recent years – but barely to a decline in interest in the topic. Against this background, this paper is about leaving the well-trodden paradigmatic tracks. It aims to present a critical perspective and is intended to stimulate thought. The following question is explored: Can organisational leaders profit from a workforce divided on the basis of their identifications – divide et impera?