The age–listening paradox: how managerial listening and conflict management shape workplace innovation?

Purpose This study aims to examine how a manager’s age relates to their listening abilities in the context of interpersonal workplace conflicts, and how these listening dynamics shape the workplace innovation climate. Design/methodology/approach Data was captured through an online survey (n = 220) and analyzed using PROCESS macros, followed by a post hoc qualitative study among senior managers (age > 45 yrs) to validate and explain the findings. The study is grounded in the theory of relational coordination and socioemotional selectivity theory to substantiate the research model and its hypotheses. Findings Results of our study suggest that (1) constructive listening ability of a manager positively influences workplace innovation climate, (2) collaborative conflict management acts as a mediator by influencing workplace innovation climate through constructive listening behavior, (3) interestingly, subordinates perception suggest that manager’s listening and conflict handling capabilities are weaker among older managers, which is associated with a less favorable workplace innovation climate. Practical implications The study highlights the need for organizations to develop managerial listening capabilities, particularly among mid- and senior-level managers, through targeted training interventions aimed at improving collaborative conflict management and fostering a supportive workplace innovation climate. Originality/value This study challenges the assumption that managerial effectiveness improves uniformly with age by demonstrating that constructive listening behavior declines with age, as perceived by subordinates. It further establishes collaborative conflict management as a key behavioral mechanism linking managerial listening to workplace innovation climate.