Generation Z, composed of young people born between 1996 and 2010, is shaping the job market with values and expectations distinct from previous generations. While Baby Boomers saw leadership as a status symbol and Millennials as a springboard for opportunities, many in Generation Z view managerial positions with distrust. This resistance raises crucial questions about the future of organizations.
According to a survey by consultancy Robert Walters, 72% of Generation Z youth prefer advancing in individual contributor roles rather than taking on middle management positions. The main reasons include the stress associated with leadership, the perception of disproportionate rewards, and the desire to maintain work-life balance.
Additionally, many young people don’t feel prepared to lead. A survey published in the Journal of Management and Technology Meeting revealed that only 36% of Generation Z respondents feel ready to take on leadership positions, while 24% show uncertainty, reflecting both lack of experience and aversion to traditional leadership models.
The new generation values interaction, exchange, and business partnerships. In the interviews I conducted (and there were many) with this group, it became clear that they see management as lonely work. The need to clash with colleagues and subordinates, work overtime, attend endless meetings, and be held accountable for others’ work and performance—all this makes young people flee from any possibility of taking on leadership roles.
Generation Z prioritizes autonomy, mental well-being, and equal opportunities. They seek collaborative work environments with less hierarchical structures that offer flexibility. Familiarity with technology and valuing social causes also influence their career choices.
How can companies respond to this trend?
Specific development programs have proven effective in retaining and promoting these young people by offering focused training, mentoring, and practical opportunities. To attract and retain Generation Z talent, organizations need to rethink their leadership models. Some strategies include:
● Redefining the manager’s role: Transforming leadership into a more strategic and engaging function, focused on talent development and promoting collaboration.
● Automating administrative tasks: Using technology to reduce managers’ bureaucratic burden, allowing them to focus on people.
● Offering continuous training and development: Implementing mentorship programs and soft skills development to prepare young people for leadership roles.
● Changing success metrics: Evaluating managers’ performance based on team engagement, ability to promote innovation, and impact on organizational culture.
● Fairly rewarding management work: Ensuring compensation and recognition align with the responsibilities taken on.
● Framing management as a growth opportunity: Presenting leadership as a path for personal and professional development, not just a position of authority.
Generation Z’s reluctance to take on leadership roles shouldn’t be seen as an obstacle but as an opportunity for companies to reevaluate and adapt their management models. By understanding and embracing this generation’s unique characteristics, organizations can foster a culture of innovation, collaboration, and sustainable growth. Therefore, not only the future of leadership but of corporations themselves will depend on balancing young professionals’ expectations with companies’ strategic needs.
