Altersbewusste Führung in der öffentlichen Verwaltung: Eine qualitative Analyse von Wahrnehmungen, Bedürfnissen und Gestaltungsansätzen

Demographic developments mean that a growing proportion of employees in public administration belong to the group of older employees. This qualitative study examines how managers can design their strategies to meet their specific needs - with the aim of promoting motivation, employability and retention until retirement. The term 'older employees' is used descriptively and not judgmentally, it refers to employees with many years of professional experience, often in a phase of growing reflection on their remaining working life, the transfer of knowledge and new professional roles. The study is based on seven guided interviews, five of which were conducted with administrative employees over the age of 50 and two with managers. The qualitative content analysis reveals five central topics, including appreciation, performance expectations and reflection on one's own role. One thing is clear: Older employees particularly appreciate it when decisions are transparently justified, their experience is included and development discussions are individualised. At the same time, there are barriers, such as a lack of feedback loops, implicit images of age or a lack of time in day-to-day management. The study derives practical recommendations from this, e.g. that leadership should enable regular, context-related communication, actively organise feedback and recognition and address development opportunities individually, regardless of age, but in an age- conscious manner. In addition, opportunities are needed to reflect on one's own leadership behaviour as well as structural freedom for dialogue-oriented personnel management. Many of the findings can also be transferred to private sector organisations, although contextual differences must be taken into account.