Age has nothing to do with leadership. It’s all about empowering and elevating
Insights on young leaders
• Young leaders in manufacturing earn about $88,000 per year, plus $6,000 in nonsalary compensation
• The Engineering Leaders Under 40 recognizes that young leaders are making a difference in manufacturing and industrial applications
According to Plant Engineering’s most recent salary survey, the average age of this audience is 54 years old. Employees have worked in this industry an average of 26 years. In this study, only 16% of respondents are younger than 40, the age cut-off for the Age Discrimination in Employment Act.
In an industry traditionally dominated by seasoned professionals with decades of experience, a new generation of leaders is making waves. These individuals, under the age of 40, are taking on significant leadership roles in fields like automation, controls, electrical systems, quality control, cybersecurity and manufacturing operations. Their presence isn’t just a testament to their skills but a reflection of the rapid evolution of technology and the pressing need for fresh perspectives in today’s industrial landscape.
But being a leader at a young age comes with its own set of challenges and opportunities.
Overcoming age bias and perceptions
One of the first hurdles young leaders face is overcoming the stigma of age bias. Many professionals under 40 often find themselves needing to prove their worth — sometimes to themselves, but often to those around them. Whether it’s older colleagues or clients, there’s a persistent assumption that experience correlates with age, leaving young leaders in the position of having to demonstrate their capability twice over: once as a technical expert and again as a leader.
However, the new generation is turning this challenge into an opportunity. By coupling technical know-how with business skills like communication and adaptability, they’ve managed to bridge generational gaps, build cross-functional teams and foster environments of innovation. Their understanding of cutting-edge technologies, such as automation and cybersecurity, positions them as invaluable assets in industries grappling with digital transformation.
Leading through rapid technological change
For many engineering leaders under 40, the need to navigate rapid technological advancements is both a challenge and an advantage. These professionals often come from diverse educational backgrounds, equipped with the latest knowledge in quickly advancing fields. Whether they specialize in controls engineering, robotics, manufacturing operations or cybersecurity, their grasp of emerging technologies allows them to see the future — and guide their organizations toward it.
This agility, however, can put them at odds with traditional processes and mindsets. Young leaders are not only tasked with understanding complex systems but also with convincing their peers and superiors to embrace the changes that come with modern technology. Automation, for example, can bring massive efficiency gains, but the path to implementing such systems is often paved with resistance from those uncomfortable with change or the opinion that it’s “not broken, so don’t try to fix it.”
It’s in this space where young leaders shine. Their ability to break down complex problems and present actionable solutions has allowed them to spearhead projects that fundamentally reshape operations. Their vision is less about maintaining the status quo and more about pushing boundaries — creating sustainable, adaptable systems that are future-proof.
Balancing expertise and leadership
Another key challenge young leaders face is finding the balance between technical expertise and leadership. Engineers are often promoted to leadership positions based on their technical abilities, but leading a team requires a different skill set. For professionals under 40, many of whom are still refining their management styles, this balancing act can be daunting. Yet, those who succeed are rewriting the script on what leadership looks like in engineering.
By embracing collaborative leadership styles and focusing on mentorship, these young professionals are fostering a new culture within their organizations — one that values innovation and inclusivity over rigid hierarchies. They understand that leadership is not about knowing everything but about empowering others to succeed.
The broader impact (or what industry can learn)
As more professionals under 40 take on leadership roles, they’re reshaping how engineering is viewed — not as a static field, but as a dynamic space driven by innovation. The lesson for the broader industry is clear: leadership is not about age, but about vision.
These young professionals prove that with the right blend of technical skills, adaptability and emotional intelligence, leaders can emerge at any age, bringing fresh ideas and transformative change.
The future of engineering will be defined by those who are willing to embrace new technologies and new ways of thinking. And those leaders, regardless of age, are the ones who will push the industry forward.
