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 the consultancy Robert Walters, 72% of Generation Z youth prefer to progress in individual contributor roles rather than take on intermediate 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 do not feel prepared to lead. A survey published in the Journal of Management and Technology Meetings revealed that only 36% of Generation Z respondents feel ready to take on leadership positions, while 24% express uncertainty, reflecting both a lack of experience and aversion to traditional leadership models.
The new generation values coexistence, exchange, and partnership in business. In the interviews I conducted (and there were many) with this group, it became clear that they see management as solitary work. The need to clash with colleagues and subordinates, work overtime, attend endless meetings, and be held accountable for the work and performance of others—all of this makes young people avoid any possibility of taking on a leadership role.
Generation Z prioritizes autonomy, mental well-being, and equal opportunities. They seek collaborative work environments with less hierarchical structures and 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 internally mobilizing 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:
● Redefine the manager’s role: Transform leadership into a more strategic and engaging role, focused on talent development and fostering collaboration.
● Automate administrative tasks: Use technology to reduce managers’ bureaucratic workload, allowing them to focus on people.
● Offer continuous training and development: Implement mentorship programs and soft skills development to prepare young people for leadership roles.
● Change success metrics: Evaluate managers’ performance based on team engagement, ability to promote innovation, and impact on organizational culture.
● Fairly reward managerial work: Ensure compensation and recognition align with the responsibilities taken on.
● Frame management as a growth opportunity: Present leadership as a path for personal and professional development, not just a position of authority.
Generation Z’s reluctance to take on leadership roles should not be seen as an obstacle but as an opportunity for companies to reassess 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 also of corporations themselves will depend on balancing young professionals’ expectations with companies’ strategic needs.
