Generation Z, composed of young people born between 1996 and 2010, is shaping the job market with values and expectations different from previous generations. While Baby Boomers saw leadership as a status symbol and Millennials as a stepping stone to opportunities, many Generation Z members view leadership roles with suspicion. This resistance raises crucial questions about the future of organizations.
According to a survey by consulting firm Robert Walters, 72% of Generation Z youth prefer to advance in roles as individual contributors rather than take on middle management positions. The main reasons include stress associated with leadership, the perception of a lack of proportional reward, and the desire to maintain a balance between personal and professional life.
Furthermore, many young people do not feel prepared to lead. A study published in the Journal of Management and Technology Meeting revealed that only 36% of Generation Z respondents feel ready to assume leadership positions, while 24% express uncertainty, reflecting both a lack of experience and an aversion to traditional leadership models.
The new generation values coexistence, exchange, and partnership in business. In the interviews I conducted (and there were quite a few) with this audience, it was clear that they see management as a solitary job. The need to clash with colleagues and subordinates, work beyond regular hours, participate in endless meetings, and be held responsible for the work and performance of others, all of this causes young people to shy away from 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 that offer flexibility. Familiarity with technology and appreciation for social causes also influence their career choices.
How can companies respond to this trend?
Specific development programs have shown effectiveness in retaining and internally moving 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 roleTransform the leadership role into a more strategic and engaging position, focused on talent development and promoting collaboration.
● Automate administrative tasksUse technology to reduce the bureaucratic burden on managers, allowing them to focus on people.
● Offer ongoing training and developmentImplement mentorship and soft skills development programs to prepare young people for leadership roles.
● Change the success indicatorsEvaluate the performance of managers based on team engagement, ability to promote innovation, and impact on organizational culture.
● Reward management work fairlyEnsure that compensation and recognition are aligned with the responsibilities undertaken.
● Frame management as an opportunity for growthPresent leadership as a path for personal and professional development, not just as 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 reevaluate and adapt their management models. By understanding and embracing the unique characteristics of this generation, organizations can foster a culture of innovation, collaboration, and sustainable growth.Therefore, not only the future of leadership but also that of the corporations themselves will depend on the ability to balance the expectations of young professionals with the strategic needs of the companies.
