This study examines how leaders can respond to age diversity in today’s multigenerational organizations. Employees and managers from multiple industries represent distinct generational cohorts—Baby Boomers, Generation X, Millennials, and Generation Z—with differing communication styles, technology readiness, motivation, and approaches to teamwork and conflict. These differences shape how leadership works in practice. We use a mixed-methods design drawing on semi-structured interviews, a survey, and case studies across sectors. A combined stratified and purposive sampling strategy ensured coverage of the major cohorts in organizational settings. Qualitative responses were coded and integrated with quantitative indicators. Multivariate regression models were then used to examine the effects of adaptive leadership, communication effectiveness, technology use, employee engagement, and cross-generational collaboration on performance outcomes. The results indicate that leadership does not have uniform effects across generations. Generation X shows consistently strong engagement and adaptability, while Generation Z exhibits high digital readiness alongside lower long-term institutional commitment. A weighted performance model highlights the relative importance of specific leadership practices for organizational effectiveness. Overall, the findings support flexible, emotionally intelligent leadership tailored to cohort-specific expectations. The study offers practical guidance for building age-inclusive programs that foster intergenerational cooperation, reduce conflict, and improve performance, and it clarifies the evolving dynamics of leadership in multigenerational contexts.