Generation Z, currently occupying their first leadership positions in the job market, is breaking barriers and challenging traditional organizational norms. Raised in an environment of rapid technological transformations, these young leaders, now between 25 and 29 years old, are naturally adaptable, connected, and demand something more than previous generations: authenticity, transparency, and purpose. For companies, understanding how to shape and train these new leaders is a crucial issue, as the way these young individuals are prepared can directly impact organizational success and the future of work. Generation Z has arrived with a set of distinct characteristics that can be extremely advantageous for companies. One of this generation’s greatest strengths is their innate ability to handle technology. As digital natives, they grew up with mobile devices and social media, and have a close relationship with digital tools that make communication, management, and collaboration more efficient.
On the other hand, the research Workforce Hopes and Fears, by PwC, pointed out that 35% of Generation Z professionals claim they do not feel prepared to take on leadership roles. Among the reasons are the lack of practical experience and interpersonal skills, which are crucial for success in high-responsibility positions. Preparing this new generation of leaders requires a balance between urgency and maturity.
HR teams therefore play an essential role in integrating Generation Z into the job market and organizational culture. Dynamic and personalized training, focused on continuous learning, is a trend. To generate engagement, conventional methods certainly won’t work. Methodologies such as gamification and practical dynamics help bring theoretical concepts into corporate reality. More than transferring technical knowledge, we need to pay special attention to the development of soft skills, with an emphasis on communication, maturity levels, feedback, and individual development plans (IDP).
According to the report Future of Work 2025 by the World Economic Forum, the most effective strategies to accelerate the professional maturation of Generation Z include intergenerational mentoring and job rotation. This allows these professionals to gain practical experience, learn to make strategic decisions, and develop interpersonal skills essential for leadership.
Generational integration, in fact, can greatly accelerate the learning process and the creation of a collaborative environment. However, if ignored, negative impacts will inevitably arise. Another study, from Harvard Business Review, revealed that 63% of generational differences in the corporate environment lie in communication styles and 57% in career growth expectations. Leadership respect no longer comes solely from the position but from the impact, coherence, and purpose conveyed by the leader.
If the path to maturity in a management position wasn’t simple for Boomers, X, and Y, why would it be for Generation Z? Companies need to be aware of the specific challenges of this age group, which still include difficulty handling face-to-face conflicts or complex conversations, impatience with slow and bureaucratic processes, and the challenge of managing multigenerational teams. Each generation has its own way of working, and leading a diverse team can be a challenging task without proper preparation.
By being attentive to these changes, the HR department is not limited to being an administrative support but transforms into a strategic catalyst, preparing Generation Z professionals for the challenges of leadership roles with confidence and significant business impact. We should be facilitators of this process. Our role is not just to recruit and train but to create an environment where different generations can develop together, learning from their differences and strengthening each other. The future of leadership has already begun. The question is: how are companies preparing for this transformation?
