Persistent stereotypes and myths of ageing in societies and cultures influence the attitudes and behaviours of leaders and colleagues in social and professional contexts. The aim of this article is to analyse the leader’s perception of their own ageing and of the ageing of their employees as well as the attitudes and behaviour of leaders towards individualised, age-related leadership. This research draws on Weber’s social closure theory and Luhmann’s inclusion/ exclusion theory to explain age discrimination as a cultural process and to understand t he i nfluence o f s tatus a nd p ower o n i nteractive l eadership behaviour towards older employees. The article presents the concept of individualised, age-related leadership and an empirical analysis of the four social dimensions associated with this concept, aiming at a better understanding of age perceptions and images of leaders, and of their leadership attitudes and behaviours towards older and ageing employees.
Keywords: Individualised age related leadership, social closure, inclusion/ exclusion, attitudes and behaviour, perception of ageing