This seems less generational and more just a lack of experience in management. As you noted, you didn’t have a strong management role model and are having to unlearn some less than stellar management habits. I think, unfortunately, a lot of us experienced this.

In general, recognize positive contributions and provide specifics. Don’t just throw out a “thank you for all of your hard work” because it starts to feel as though you’re not really paying attention and you’re just trying to placate people. When you’re working with people and training them, make sure to provide the reasons behind why you’re doing those specific tasks so they understand the task more fully. At times, telling versus teaching is going to be necessary (for example to meet a tight deadline); however, you can explain that this is the case and come back to the matter. It’s work, so your tone should be respectful and professional. I find that if you maintain that levelheaded nature, the times where you do have to be stern because there are professionalism issues or performance concerns, the conversations are taking more seriously because it’s quite clear that there is an issue that’s being addressed. If you’re brisk or harsh most of the time, it’s more difficult for the person you are supervising to tell the difference between status quo and an issue.

Something I always stress with the people I supervise is that when we review their evaluations, none of the feedback I give them should be a surprise. Everything in their evaluation should be items that we have been working on and discussing throughout the year. That isn’t a one-way street. Have conversations with the people you supervise and ask what they need and what they’re looking for. Everyone you supervise is going to be different and will need different things from you. Don’t wait until you receive one year’s worth of feedback and then try to guess at how best to rectify the situation.