For decades, being promoted to a managerial position was considered synonymous with professional success. For Baby Boomers and a large portion of Generation X, holding leadership positions was the ultimate career goal. Having a relevant job title, a C-level business card, as well as a “pompous” email signature was synonymous with success, achievement, and happiness. However, this paradigm is being questioned by Generation Z. Many young talents already state that they do not dream of becoming managers and, moreover, they do not see this path as a reward, but as too high a cost.
According to the Deloitte Global 2025 Gen Z and Millennial Survey, only about 61% of Gen Z youth cite “reaching leadership positions” as a primary career goal. The vast majority place aspects such as quality of life, purpose, well-being, and freedom. at the top of their list. This shift in priorities helps explain why Generation Z does not see traditional leadership as a natural destination.
For a large part of Generation Z, being a manager means losing balance. They witnessed leaders from previous generations facing long hours, high levels of stress, and compromised mental health. In recent surveys by the American Psychological Association, young adults report higher levels of anxiety and stress than any other generation. The fear of taking on a role that amplifies this burden leads many to reject the idea of assuming management.
In this scenario, a characteristic behavior of the generation emerges: quiet ambition, a form of silent ambition that does not translate into loud career speeches, but into internal expectations of recognition and balance. The consequence, when ignored, is evident: absenteeism, loss of focus, and difficulty maintaining healthy professional relationships.
Why don't many successors want to take over their parents' business?
The phenomenon of quiet ambition helps explain why a significant portion of the new generation prefers the role of heir over that of manager of the family legacy. Generation Z grew up in an environment where mental health, quality of life, and work-life balance gained more relevance than hierarchical advancement at any cost. Taking over the management of a family business is often seen as synonymous with an accumulation of responsibilities, constant pressure, and sacrifice of personal autonomy. When succession involves family businesses, this stress intensifies: high expectations, comparisons with founding parents, and the emotional weight of “not being allowed to fail” drive many heirs away from the leadership seat.
Furthermore, there is a clash of values. For founders, leadership is often associated with power, status, and permanence. For successors, however, the ideal may be different: building impact through their own projects, preserving wealth without necessarily managing the business, or, in many cases, simply enjoying the fruits of what has already been achieved. In other words, it is not a lack of ambition, but a reprioritization. For many young people, being the protagonist of their own trajectory does not mean continuing the script written by their parents, but rather writing their own story, even if that implies not taking over the family business legacy.Purpose greater than status
Unlike previous generations, who valued stability and prestige, Generation Z seeks jobs that make sense. Leading teams can be attractive, but only if connected to a clear purpose. A manager title, without social impact or alignment with personal values, is not appealing. On the contrary: it is often seen as a status trap.
Ricardo Dalbosco, Doctor and expert in multigenerational communication, explains that Generation Z grew up in more connected environments and with a volume of information, allowing them to question what older generations considered absolute truth about life, fulfillment, and success. In the digital realm, there are no formal barriers: everyone can express themselves, question, and propose ideas. This format clashes with rigid corporate structures, where managers often replicate the “command and control” model. Young professionals do not identify with this figure and, therefore, do not aspire to become something they do not admire.
What companies can learn from this
The lack of interest in management does not mean a lack of ambition. Generation Z is ambitious, but its ambition takes another form: entrepreneurship, working on impactful projects, achieving flexibility and freedom. To attract and retain these talents, companies will need to rethink the leadership model. This includes:
- Creating horizontal structures that value collective contribution.
- Offering shared leadership, where responsibilities are divided and not concentrated in a single figure.
- Ensuring well-being programs that support leaders and teams equally.
- Rebuilding the manager's role not as a “controlling boss,” but as a mentor and facilitator.
- The question is not “Why doesn't part of Generation Z want to become managers?”, but “Why does being a manager still mean so much burden?”. If the position continues to be associated with excessive stress, little balance, and lack of purpose, it will continue to be rejected by young people who seek more quality of life than status. Generation Z is not refusing leadership. It is refusing an outdated model of leadership. If companies want these professionals to occupy strategic positions, they will need to reinvent the concept of manager.
