There’s a growing conversation in the workplace that’s impossible to ignore: will Gen Z step up to middle management, or will they change the game entirely? For businesses, this question matters more than ever. Middle managers are the bridge between vision and execution, but Gen Z seems more hesitant than ever to take on these roles. Let’s dive into why, and how businesses can adapt to keep this promising generation engaged and thriving.
A New Approach to Leadership
While Gen Z values work-life balance, purpose, and flexibility just as much as previous generations, this generation is unafraid to say “no” to roles that threaten these ideals. Middle management often demands longer hours and juggling both team and senior expectations, leading to stress and burnout, if not managed well. This generation has seen the effects of work-related stress and is more mindful of mental health – and that’s something we should applaud. They’re redefining what it means to lead, pushing for a more balanced and inclusive work environment where people come first.
Challenging the Traditional Hierarchy
In many ways, Gen Z is less interested in the hierarchy that often defines corporate structures. They’re tech-savvy, prefer collaborative workspaces, and value roles where their ideas can make an immediate impact. With the rise of remote work and digital transformation, they’re perfectly positioned to lead, but perhaps not in the conventional way we’ve come to expect from middle management.
The Pay Gap in Responsibility
Let’s face it – middle management is no walk in the park. For the added responsibility, the compensation isn’t always proportionate. One manager I reported to, many years ago when I was an employee, would often quip, “This isn’t worth the extra $5 I’m getting.” This is a major consideration for Gen Z. They want roles where the value they bring is fairly recognised, both in impact and in financial reward. If the compensation isn’t there, they’re far more likely to pivot to entrepreneurial or freelance opportunities that offer greater autonomy and flexibility.
What This Means for Businesses
For organisations to bring Gen Z into middle management, they need to make these roles worth considering. Flexible work arrangements, quality leadership development, , clear paths for career development, and mental health support are critical. Gen Z’s preference for purpose-driven work means that they’ll need to feel that their role is making a difference – not just fulfilling routine tasks.
Incorporating these changes isn’t just a way to attract Gen Z; it’s a way to refresh and improve company culture overall. They bring fresh perspectives and a unique commitment to values, well-being, and collaboration – qualities that can reshape the future of leadership.