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 changes, these young leaders, now between 25 and 29 years old, are naturally adaptable, connected, and demand 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 people are prepared can directly impact organizational success and the future of work. Generation Z has arrived with a set of distinctive characteristics that can be extremely advantageous for companies. One of the greatest strengths of this generation is their innate ability to handle technology. Digital natives, they grew up with mobile devices and social networks, and have a close relationship with digital tools that make communication, management, and collaboration more efficient.
On the other hand, the researchEsperanças e Medos da Força de Trabalho, from PwC, indicated that 35% of Generation Z professionals say they do not feel prepared to assume 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 labor market and organizational culture. Dynamic and personalized training, focused on continuous learning, is a trend. To generate engagement, the conventional definitely will not work. Methodologies such as gamification and practical dynamics help bring the theoretical field into the corporate reality. Beyond the transfer of 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 reportFuture of Work 2025At the World Economic Forum, the most effective strategies to accelerate the professional maturity of Generation Z include intergenerational mentoring and job rotation. This allows these professionals to gain practical experience, learn to make strategic decisions, and develop essential interpersonal skills for leadership.
Generational integration, in fact, can significantly accelerate the learning process and the development of a collaborative environment. However, if ignored, fatal negative impacts will inevitably appear. Another study, from theHarvard Business ReviewIt revealed that 63% of the differences between generations in the corporate environment are in communication styles and 57% in professional growth expectations. Respect for leadership no longer comes solely from the position, but from the impact, consistency, and purpose conveyed by the leader.
If the path to maturity in a management position wasn't easy 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 include difficulty in handling face-to-face conflicts or complex conversations, a lack of patience for 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 paying attention 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 leadership roles with confidence and a significant impact on the business. 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?
