The trend of ‘conscious unbossing’ captures the shifting career preferences of Gen-Z professionals.
- Over half of Gen-Z professionals prefer avoiding middle management roles due to perceived stress and low rewards.
- A significant 72% of Gen-Z individuals favour personal growth over traditional managerial advancement.
- Older generations tend to value middle management roles more than their younger counterparts.
- The future workforce may lean towards flat, team-based structures over traditional hierarchies.
The idea of ‘conscious unbossing’ highlights the growing reluctance of Gen-Z to pursue middle management roles. A recent poll reveals that 52% of individuals from this generation would rather sidestep these positions due to the perception of them as stressful and unrewarding. Despite 36% acknowledging they might have to take such roles at some point, 16% firmly intend to avoid them altogether.
As corporate landscapes evolve, the entrepreneurial spirit of Gen-Z is apparent. According to a poll by talent solutions firm Robert Walters, 72% prefer personal development and skills enhancement over managing others, which aligns with their focus on cultivating their own brand and approach. This perspective poses a challenge for employers seeking to fill vital middle management positions in the future.
Generational differences are evident as 63% of professionals surveyed believe that senior colleagues have a higher regard for middle management roles than younger staff. Lucy Bisset of Robert Walters explains that experienced professionals often have a strong sense of loyalty, having progressed through traditional management levels, whereas younger entrants, who are adept in digital environments, tend to have less attachment to such structures.
Management roles are frequently associated with stress and minimal rewards, deterring many Gen-Z individuals from pursuing them. Of those surveyed, 69% highlighted high stress and low reward as primary deterrents. Additional concerns included limited decision-making capability and diminished personal growth opportunities. The pressure to be consistently available and meet personal targets further contributes to the reluctance.
The shift towards less hierarchical work environments is gaining momentum, with only 14% of Gen-Z professionals considering traditional structures effective. In contrast, 30% favour team-centric, flat structures that diminish the ‘us vs. them’ mentality often present in layered organisations. Lucy Bisset suggests that removing excessive management layers could transform middle managers from mere supervisors to facilitators who empower teams.
To prevent talent shortages, employers must rethink middle management roles to attract young professionals.
