The 7th decade manager: who are you and what do you do?

Purpose The 7th decade manager (7DM) is an overlooked and under-researched group in organisation studies. This paper explores the changes which 7DMs experience in later life through the lenses of age, work and identity. Design/methodology/approach An interpretivist methodology was adopted and data were obtained via semi-structured interviews with 32 managers across 10 different sectors in England and Scotland. These data were analysed thematically. Findings Change manifested itself in various contradictory ways across three domains of age, work and identity. Age was experienced dichotomously, with these 7DMs identifying as subjectively younger yet openly (if reluctantly) accepting signs of ageing. They appeared more tolerant and kinder but could be impatient and outspoken. Work remained important, providing structure, a sense of purpose and camaraderie; however, career progression was not. Altruistically, the 7DMs exercised generativity by providing their colleagues with counsel in both work and personal matters. Their sense of self and identity work featured prominently, particularly in the liminality associated with the impending cessation of work. Preparation for the psychosocial transition to retirement was lacking. Research limitations/implications This project would have benefitted from a larger and broader cohort demographic. Whether there are any significant gender or ethnic differences in attitudes, values or approaches to work cannot be ascertained from the data obtained. Future studies should therefore include a greater diversity of participants. There may also be merit in investigating if any differences exist for the ex-military 7DM manager compared to others. Practical implications Organisations can benefit from greater recognition of the value experienced managers in their later working lives can bring. Both the broader community of managers and their employers would benefit from leveraging the experience, knowledge and attributes of older managers in their passage through their 7th decade and better prepare younger people to succeed them. Social implications Different agencies such as government, employers, professional bodies like the Chartered Institute of Personnel and Development, Trade Unions or consultancies may wish to explore the benefits and practicalities of preparing the individual for the transition to retirement. Importantly, this should address the psychosocial connotations associated with ceasing work. Whilst this applies to all 7th decade workers, we suggest that there are some challenges that are peculiar to being an older manager. Originality/value Whilst much is known about older workers, research relating to older managers, especially those in their seventh decade, is largely absent. This paper illustrates the changes and challenges they experience in both their professional and personal lives, some of which seem to be unique to this age group and many of which would benefit from being addressed in organisational policy and practice as well as further research.