A notable shift is occurring in the professional landscape, marked by a decreasing inclination among younger generations, specifically millennials and Generation Z, to pursue management positions. Research indicates that a significant portion of these young professionals express a lack of aspiration for traditional managerial roles 1. For instance, studies have revealed that over half of Gen Z professionals in the UK do not desire to take on middle management responsibilities, with a considerable percentage being resolute in their avoidance of such roles altogether. This sentiment is echoed across the broader young professional demographic, with surveys highlighting that a majority share this reluctance to climb the traditional corporate ladder . This emerging trend is encapsulated by the term “conscious unbossing,” particularly among Gen Z, which signifies a deliberate decision to steer clear of management roles primarily due to the perceived high levels of stress associated with them. This avoidance is not merely a matter of preference but appears to be a conscious choice driven by a re-evaluation of career priorities and work-life balance .
The implications of this trend are potentially far-reaching for organizations, especially considering the impending retirement of a substantial segment of the workforce, the baby boomer generation. As these experienced professionals exit the workforce, they leave behind leadership gaps that traditionally would be filled by upwardly mobile millennials and Gen Z. However, the disinterest in management roles among these younger generations could lead to a significant dearth of qualified candidates to assume these crucial leadership positions. This concern is already evident within the HR profession, with a significant majority of HR professionals expressing a lack of confidence in their current leadership pipelines. Consequently, it is paramount for companies to gain a comprehensive understanding of the underlying reasons driving this trend and to proactively adapt their strategies to effectively attract and retain young talent in leadership roles, ensuring the future success and stability of their organizations. The ability to navigate this shifting landscape of leadership aspirations will be a critical determinant of organizational resilience and competitiveness in the years to come .
The consistent data across various reports and surveys conducted between 2020 and 2024 indicates that the reluctance of millennials and Gen Z towards management roles is not a temporary phenomenon but rather a persistent and potentially growing trend. The fact that multiple independent sources, including Robert Walters, Visier, Boston Consulting Group, and Korn Ferry, have all reported similar findings regarding the significant percentage of younger professionals not wanting management positions lends strong validity to this observation. Furthermore, the emergence of a specific term like “conscious unbossing” to describe Gen Z’s deliberate avoidance of management suggests that this is a recognized and discussed shift in workforce attitudes. This indicates a more fundamental change in how younger generations perceive career progression and leadership, moving away from the traditional aspiration of climbing the corporate ladder. The concern expressed by HR professionals and business leaders about potential leadership pipeline gaps as baby boomers retire further underscores the urgency for companies to proactively address this issue. The impending retirement of a large portion of the experienced workforce necessitates a robust pipeline of future leaders, and if the younger generations, who constitute a significant and growing segment of the current workforce, are not interested in traditional management roles, organizations will face a critical shortage of qualified leaders in the near future, potentially impacting their ability to maintain operational efficiency and achieve strategic objectives.
I. Understanding the Hesitation: Why Millennials and Gen Z Are Opting Out of Management
- A. The Millennial Perspective:
Millennials, often characterized as the “purpose-driven generation,” place a high value on finding meaning and purpose in their professional lives and are more inclined to work for organizations whose values align with their own. They initially entered the workforce with considerable ambition, with a significant majority expressing a desire to assume leadership roles . However, their experiences in the workforce, particularly those who entered management positions, may have contributed to a shift in perspective and potentially influenced the views of the subsequent generation, Gen Z. Some millennials may have found themselves in management roles without adequate preparation or support, leading to experiences of burnout and disillusionment. This phenomenon of “accidental managers,” individuals promoted based on their individual performance rather than their leadership capabilities, might have created a negative perception of management responsibilities.
Furthermore, millennials place a significant emphasis on achieving a healthy work-life balance and seek flexibility in their work arrangements. They value flexible schedules, remote work options, and sufficient paid time off to accommodate their personal lives. If millennials in management roles have struggled to attain this balance, often facing increased workloads and responsibilities that encroach upon their personal time, it could have inadvertently set a precedent that deters Gen Z from following a similar career trajectory. While a large percentage of millennials once aspired to leadership, their definition of what constitutes effective leadership may have evolved. They may now favor more collaborative and less hierarchical models of leadership that prioritize team support and individual growth over traditional command-and-control approaches 14. This evolution in their understanding of leadership could also contribute to their potential hesitation towards conventional management roles that might not align with these evolving ideals.
The initial ambition for leadership among millennials might have been tempered by the practical realities and challenges associated with middle management roles. The high stress levels, coupled with potentially insufficient support and training, could have led to burnout for some millennials who ventured into these positions. Gen Z, observing these struggles and the experiences shared by their millennial predecessors, might be consciously choosing to pursue different career paths to avoid similar negative outcomes. The prioritization of “purpose-driven work” by millennials might not always align seamlessly with the day-to-day responsibilities and perceived lack of direct impact often associated with traditional middle management roles. If these roles are seen as primarily focused on administrative tasks or the implementation of strategies dictated from higher up, without significant autonomy or a clear connection to the company’s overarching mission, it could fail to satisfy their need for meaningful contribution. Moreover, the increasing emphasis on work-life balance among millennials as they progress in their careers could be a contributing factor to the noticeable “ambition gap” when compared to previous generations. As millennials mature professionally, they might be placing a greater premium on their personal well-being and time outside of work, making the potentially demanding and time-consuming nature of traditional management roles less appealing. This shift in focus among millennials could be influencing the values and aspirations of Gen Z as they enter the workforce, further contributing to the trend of younger generations opting out of management.
- B. The Gen Z Perspective:
Generation Z, having been shaped by economic uncertainties such as the 2008 financial crisis and the recent pandemic, places a significant emphasis on job security and financial stability. Competitive compensation and clear opportunities for financial advancement are often key considerations for this generation in their career choices. However, they also perceive traditional middle management roles as potentially offering “too much stress for not enough reward”. Many Gen Z professionals are drawn towards roles where they can make an immediate and meaningful impact, whether through entrepreneurial endeavors, specialized expertise, or direct contributions to projects. Traditional middle management roles might be viewed as hindering this desire for direct impact due to bureaucratic layers, extensive meetings, and potentially limited decision-making authority.
Work-life balance, flexibility in work arrangements, and access to mental health support are also paramount priorities for Gen Z. Having witnessed managers, potentially from older generations or even millennials, struggling with burnout and a poor work-life balance, Gen Z may be hesitant to enter roles that they perceive as likely to lead to similar outcomes. They value continuous feedback on their performance, open and transparent communication within the workplace, and collaborative environments over rigid hierarchical structures. The perception that traditional management roles might lack these elements could further contribute to their reluctance. Being a generation that has grown up immersed in technology, Gen Z may also be drawn to roles that heavily leverage their digital skills and offer more tech-integrated workflows, which might not always be the primary focus of traditional management positions. Furthermore, they highly value autonomy and flexibility in how and when they complete their work. Their focus on personal growth and the accumulation of skills might lead them to favor individual contributor roles where they can deepen their expertise over management roles that require a broader set of responsibilities. Ultimately, Gen Z’s definition of ambition appears to be different from previous generations, prioritizing personal fulfillment, mental health, and autonomy over the traditional markers of career success like climbing the corporate ladder.
Gen Z’s strong preference for immediate impact and autonomy suggests a potential disconnect with the more indirect influence and structured environment often found in traditional middle management. Their desire to see the tangible results of their efforts quickly and to have control over their work processes might not be readily satisfied in roles that involve managing teams and implementing broader organizational strategies. The prevalent perception among Gen Z that middle management offers “too high stress for too low reward” is a significant factor in their reluctance. This indicates a need for organizations to critically examine the compensation, workload expectations, and support systems for middle managers to ensure they are perceived as worthwhile and sustainable roles. Moreover, Gen Z’s inclination towards flatter organizational structures, where there are fewer layers of management and more emphasis on team-based work, signals a broader shift in their preferred work environment. This suggests a desire for less bureaucracy, more direct communication channels, and potentially greater autonomy for individuals at all levels of the organization.
- C. Overlapping Concerns:
Burnout emerges as a significant and shared concern for both millennials and Gen Z when considering management roles. Both generations have either witnessed firsthand or are acutely aware of the pressures and potential for excessive fatigue and stress that often accompany management positions. A substantial percentage of middle managers across generations report feeling overwhelmed, stressed, or burnt out, highlighting the reality of these concerns. Furthermore, a lack of adequate training and support for individuals transitioning into management roles is another shared observation. A significant majority of managers report having received no formal management or leadership training, which can contribute to increased stress and make these roles seem less appealing, especially to younger generations who may feel ill-equipped to handle the responsibilities.
A fundamental shift in the definition of career success is also evident in both millennials and Gen Z, with a greater emphasis placed on personal well-being, fulfillment, and work-life integration rather than solely on traditional markers of career progression like hierarchical advancement and increased salary. Both generations prioritize flexibility, a sense of purpose, and a healthy balance between their professional and personal lives over the pursuit of status or relentless upward mobility. This shared value makes the potential sacrifices often associated with traditional management roles, such as long hours and increased pressure, less attractive. Finally, a negative perception of middle management, sometimes perpetuated by popular culture through unflattering portrayals, appears to resonate with both millennials and Gen Z. This negative image can contribute to a general disinterest in pursuing these roles, especially when coupled with the observed realities of stress and burnout.
The convergence of concerns regarding burnout and the lack of adequate support for managers underscores systemic issues within current management structures that need to be addressed to effectively attract younger generations. The fact that both millennials and Gen Z identify these as significant deterrents indicates that these are not merely generational preferences but rather fundamental problems with how management roles are often structured and supported in many organizations. Addressing these issues is crucial for making management a more sustainable and appealing career path for all employees. The evolving definition of career success, which now encompasses well-being and personal fulfillment, has profound implications for how companies should approach and reward leadership roles. If younger generations prioritize these aspects, organizations need to demonstrate how management roles can contribute to, or at least not detract from, these values, rather than solely focusing on traditional metrics of success. This might necessitate a re-evaluation of how performance is measured, how career progression is communicated, and the overall value proposition associated with taking on management responsibilities, emphasizing personal growth, impact, and a sustainable work-life integration.
II. The Impact on Organizations: Implications of the “Conscious Unbossing” Trend
The growing reluctance of millennials and Gen Z to pursue management positions carries significant implications for organizations, most notably the potential for substantial leadership pipeline gaps. As experienced managers from older generations retire, companies may find themselves facing a shortage of qualified individuals willing and able to step into middle and senior management roles 9. This trend, often referred to as “conscious unbossing,” threatens to weaken the already fragile leadership pipelines in many organizations. Notably, Gen Z is significantly more likely than other generations to actively step away from potential leadership roles to safeguard their personal well-being. This reluctance could lead to a critical lack of candidates to fill crucial leadership positions in the coming years.
Furthermore, if fewer individuals from these younger generations are willing to take on leadership responsibilities, it could negatively impact organizational growth and innovation. Middle managers play a vital role in translating high-level strategies into actionable tasks for their teams and are crucial in developing the next generation of senior leaders. A lack of engagement in management roles among millennials and Gen Z could therefore hinder the flow of new ideas, limit the implementation of strategic initiatives, and ultimately stall organizational progress. Moreover, by opting out of management, Gen Z professionals might inadvertently limit their own potential for influence and their ability to drive meaningful change within their organizations.
To adapt to this evolving trend, organizations may need to explore new leadership approaches and consider alternative organizational structures. This could involve a move towards flatter hierarchies with fewer layers of management, as preferred by many in Gen Z. Embracing an “unbossed culture” that empowers teams and individuals to take greater initiative and reduces the need for traditional hierarchical oversight might also become increasingly important. Companies might also consider alternative leadership models such as mentorship-based leadership, project-based management, and more collaborative team dynamics. While the inclination to bypass management roles might address individual concerns about stress and work-life balance, it is important to acknowledge the potential downsides for Gen Z professionals themselves. By avoiding management experience, they could miss out on crucial opportunities for learning and professional growth, particularly in developing essential soft skills such as communication, delegation, conflict resolution, and strategic thinking, which are often honed through managing teams and leading projects. These skills are invaluable for long-term career success, even in non-managerial roles.
The evident reluctance towards management among younger generations poses a significant threat to the future leadership capabilities of organizations, potentially hindering their long-term sustainability and growth. Without a consistent stream of individuals progressing into and through management positions, companies risk facing a severe shortage of experienced leaders at all levels, which could impair their ability to effectively implement strategies and adapt to the ever-changing business environment. This trend could also lead to a situation where leadership responsibilities become disproportionately concentrated among older generations for an extended period. This might create a disconnect between the leadership’s perspectives and the values and expectations of the younger workforce, potentially leading to issues with employee engagement, retention, and overall organizational culture. While the “conscious unbossing” movement reflects a focus on individual well-being, it could inadvertently limit the opportunities for Gen Z professionals to gain the necessary experience and influence to shape the future direction of their organizations. Leadership roles, even at the middle management level, often provide a platform for individuals to advocate for their teams, contribute to strategic decision-making processes, and drive meaningful change. By opting out of these roles, Gen Z might miss out on valuable opportunities to make a broader impact and have their voices heard within their companies.
III. Strategic Recommendations for Companies: Re-engaging Millennials and Gen Z with Leadership
- A. Redefining the Role of the Manager:
To re-engage millennials and Gen Z with leadership, companies need to move away from the traditional command-and-control model of management and embrace a more supportive and developmental approach. The focus should shift towards coaching, mentorship, and facilitating team success rather than simply directing tasks. Managers should be seen as individuals who connect their team members’ work with the overarching organizational mission, helping them to understand the value and impact of their contributions. This involves adopting a “servant leadership” mentality where the manager’s primary goal is to support and develop their team members, fostering their growth and empowering them to succeed. By reframing the manager’s role from one of pure organization and delegation to one of support and guidance, companies can tap into Gen Z’s desire for purpose and inclusiveness. The manager becomes a coach who actively works to unlock the personal potential of each employee, facilitates collaboration across different departments, and encourages creative thinking and innovative solutions. This redefined role positions the manager as a crucial “glue” that holds teams and departments together, acting as an essential catalyst for collaboration, empowerment, and innovation within the organization.
Reframing the manager’s role to emphasize support, mentorship, and development directly aligns with the values of younger generations who actively seek guidance and opportunities for growth in their careers. Gen Z and millennials are keen on continuous learning and professional development, and positioning managers as individuals who can facilitate this growth, rather than just supervisors who assign tasks, can make management roles significantly more appealing. This shift in perception can also address the common view of middle management as being primarily administrative and bureaucratic. By highlighting the more human-centric aspects of the role, such as coaching, mentoring, and fostering team relationships, companies can showcase the meaningful connections and impact that managers can have on their teams and the wider organization, which can resonate more strongly with younger professionals.
- B. Investing in Manager Training and Development:
A critical step in making management roles more attractive is for companies to invest significantly in formal management and leadership training programs. This training should equip managers with the necessary skills and knowledge to effectively lead and support their teams. Given that a substantial percentage of current managers report having received no formal training, addressing this gap is crucial. Organizations should also offer ongoing career coaching and professional development opportunities to help managers stay abreast of new technologies, evolving work methodologies, and best practices in leadership. Investing in the development of soft skills, such as emotional intelligence, effective communication, and empathy, is particularly important as these are foundational for building strong relationships and leading diverse teams. Implementing mentorship programs, where experienced leaders within the organization can provide guidance and support to new and emerging managers, can also be highly beneficial. Many companies have found success with “buddy systems” that pair new managers with more seasoned mentors to facilitate their transition and growth. By demonstrating a clear commitment to the professional development of their managers, companies can signal to younger employees that leadership is valued and that they will receive the necessary support to succeed in these roles.
Investing in comprehensive manager training and development can directly address the prevalent concern among younger generations about managers being overwhelmed and burnt out due to a lack of preparedness. Properly trained managers are more likely to feel confident and competent in their roles, which can significantly reduce their stress levels and improve their ability to effectively lead and support their teams. This, in turn, can make management roles appear less daunting and more achievable for younger employees considering their career paths. Furthermore, demonstrating a strong commitment to the growth and development of managers can send a powerful message to younger employees that the company values leadership and is willing to invest in their future success. When employees see that the organization provides ample resources and support for managers, they might be more inclined to consider management as a viable and rewarding career path within the company, knowing they will be equipped with the necessary tools and guidance to thrive.
- C. Prioritizing Work-Life Balance and Well-being for Managers:
To effectively attract and retain younger generations in management, companies must prioritize the work-life balance and overall well-being of their managers. This involves actively working to streamline workloads and eliminate unnecessary administrative tasks that can contribute to burnout. Leveraging technology to automate time-consuming and repetitive tasks can free up managers to focus on more strategic and people-oriented responsibilities. Implementing organizational policies that actively promote a healthy work-life balance, such as offering flexible schedules and remote work options where feasible, is also crucial. Companies should encourage and support managers in setting healthy boundaries between their professional and personal lives and in prioritizing their own well-being. Providing access to mental health resources and employee assistance programs (EAPs) can further demonstrate the company’s commitment to the holistic well-being of its managers. Given that Gen Z, in particular, places a high value on mental health support, initiatives in this area can be particularly impactful. Some companies have also found success in implementing policies such as a meeting-free day each week to allow managers dedicated time for focused work and strategic thinking. By emphasizing work-life balance in their employer branding and offering hybrid work models, companies can signal to prospective managers that their well-being is a priority.
Addressing the work-life balance concerns of managers directly tackles one of the primary reasons for younger generations’ reluctance towards these roles. If companies can clearly demonstrate through their policies and practices that management positions are sustainable and do not inevitably lead to burnout and a poor work-life balance, they can significantly increase their appeal to millennials and Gen Z, who highly value their personal time and overall well-being. Supporting the well-being of managers can also have a positive ripple effect throughout their teams. Managers who are less stressed and have a better work-life balance are more likely to be effective leaders, create a more positive and supportive work environment for their direct reports, and ultimately improve overall team morale and productivity. A manager’s well-being directly influences their ability to lead effectively, provide adequate support to their team members, and foster a healthy and engaged team dynamic.
- D. Creating Clear and Attractive Career Pathways:
Organizations need to establish clear and attractive career pathways that outline the opportunities for growth and advancement, both within management and in individual contributor roles. Providing detailed career development plans that showcase long-term possibilities within the company can help younger employees visualize their potential progression. It is important to clearly articulate the steps, skills, and experiences required to move into management positions, making the path feel transparent and achievable. Offering dual career paths that allow employees to advance in their careers and increase their compensation based on their expertise and specialization, without necessarily having to move into management, is also a crucial strategy. Recognizing and rewarding deep expertise and individual contributions as equally valuable career trajectories as management can cater to a wider range of aspirations within the workforce. Companies should also start career mapping discussions early in an employee’s tenure to demonstrate their commitment to the employee’s long-term success and to identify potential interests in leadership roles over time. By highlighting advancement opportunities and providing detailed career development plans during the interview process, companies can attract ambitious millennials and Gen Z professionals.
Clearly defined career paths, including robust non-management options, can significantly alleviate the pressure for all high-performing individuals to feel compelled to pursue management roles. This caters to the diverse career aspirations within the younger workforce and reduces the reluctance of those who prefer to focus on their technical skills or individual contributions. By offering alternative routes for advancement that recognize and reward expertise and specialization, companies can retain talented individuals who might otherwise leave if they felt that management was the only way to progress. Transparency about career progression and the specific skills and experiences that are valued for management roles can also serve as a powerful motivator for younger employees. When they have a clear understanding of the potential pathways for growth within the organization and the competencies they need to develop, they are more likely to be engaged and motivated to invest in their professional development and actively seek opportunities to gain the necessary skills, making the prospect of leadership more tangible and achievable should they choose to pursue it.
- E. Fostering a Culture of Purpose, Impact, and Recognition:
To resonate with the values of millennials and Gen Z, companies should actively foster a workplace culture that emphasizes purpose, impact, and recognition. Showcasing the company’s mission and values clearly can appeal to millennials’ strong desire for purpose-driven work and alignment with organizational ethics. Highlighting opportunities for employees, including those in management roles, to make a tangible positive impact on the company, their communities, and society at large can be particularly motivating for Gen Z, who want their work to contribute to the greater good. Implementing robust recognition programs to acknowledge and celebrate the achievements and contributions of managers and their teams is essential for fostering a sense of value and appreciation. Providing regular and constructive feedback is also crucial for both generations, as Gen Z, in particular, expects timely updates and critiques to support their development. Creating and nurturing open communication channels and collaborative work environments will also appeal to the preferences of both millennials and Gen Z. By highlighting community outreach programs and sustainability efforts, companies can further demonstrate their commitment to making a positive impact, which resonates strongly with younger generations.
Aligning organizational purpose with the deeply held values of millennials and Gen Z can significantly enhance the appeal of leadership roles by framing them as opportunities to contribute to something larger than oneself and to make a genuine positive impact on the world. Younger generations are often driven by a desire to create meaningful change, and highlighting how management positions can facilitate this impact within the company and beyond can make these roles more attractive. Furthermore, implementing consistent and meaningful feedback and recognition programs can directly address the “low reward” aspect often associated with the perceived “high stress” of management. When managers and their teams feel genuinely recognized and appreciated for their hard work and contributions, it can significantly improve their job satisfaction, boost morale, and make the challenges of leadership feel more worthwhile. Regular feedback not only acknowledges past achievements but also supports ongoing growth and development, which is highly valued by both millennials and Gen Z.
- F. Exploring Alternative Organizational Structures:
Companies should also consider exploring alternative organizational structures that might be more appealing to younger generations and address some of their concerns about traditional management hierarchies. Adopting flatter hierarchies with fewer layers of management can increase autonomy, improve communication flow, and potentially reduce the burden on individual managers. Given that a significant portion of Gen Z prefers flat structures over hierarchical ones, this could be a particularly effective strategy. Exploring team-based leadership models, where leadership responsibilities are distributed among team members rather than concentrated in a single manager, could also be a viable option. Embracing an “unbossed culture” that empowers teams to take greater initiative, make decisions autonomously, and reduces the need for traditional top-down oversight could also resonate well with the values and preferences of millennials and Gen Z. Flatter structures can lead to faster decision-making, enhanced communication, and increased employee empowerment, all of which are highly valued in today’s dynamic work environment.
Exploring alternative organizational structures can directly address the negative perceptions often associated with traditional middle management roles by distributing leadership responsibilities more broadly, increasing autonomy for individuals at all levels, and potentially reducing the overall stress and workload on those in formal management positions. By moving away from rigid, multi-layered hierarchies towards flatter, more collaborative models, companies can create work environments that align better with the preferences of younger generations who value autonomy, direct communication, and a less bureaucratic approach to work. Implementing such changes, however, might necessitate a significant cultural shift within the organization and require a greater emphasis on trust, open communication, and individual accountability to ensure effective collaboration and decision-making without the traditional levels of managerial oversight. Companies may need to invest in training and development programs to support this cultural transformation and equip employees with the skills and mindset needed to thrive in a less hierarchical environment.
IV. Adapting to the Future of Leadership
In conclusion, the reluctance of millennials and Generation Z to pursue traditional management roles stems from a confluence of factors, including the perception of high stress and limited rewards, a strong desire for work-life balance and flexibility, a preference for making an immediate and meaningful impact, and an evolving definition of career success that prioritizes well-being and personal fulfillment. This trend presents a significant challenge to organizations, potentially leading to critical leadership pipeline gaps as experienced managers retire. To address this, companies must be proactive in adapting their strategies to make management roles more appealing to younger generations. This requires a fundamental re-evaluation of the manager’s role, shifting towards coaching and mentorship; a significant investment in comprehensive training and development programs for managers; a genuine commitment to prioritizing work-life balance and well-being for those in leadership positions; the creation of clear and attractive career pathways that offer diverse options for growth; the fostering of a workplace culture rooted in purpose, impact, and recognition; and a willingness to explore alternative organizational structures that empower individuals and teams. By understanding and responding to the evolving expectations of their workforce, organizations can effectively re-engage millennials and Gen Z with leadership, ensuring a sustainable and robust leadership pipeline for the future.