Concious unbossing - 57% of Gen-Z don’t want to be managers

Conscious unbossing - 57% of Gen-Z professionals don’t want to be middle managers

Methodology

• ·  57% of Gen-Z professionals in the US don’t want to be middle managers
• ·  60% of Gen-Z would prefer an individual route to career progression over managing others
• ·  65% of professionals believe senior leaders value middle management more than their younger counterparts
• ·  67% of Gen-Z say middle management roles are too high stress with low reward
• ·  Only 13% of Gen-Z like the traditional hierarchical structure
• ·  73% of employers still think middle managers play a crucial role in their organizations

57% of Gen-Z professionals don’t want to take on a middle management role in their career.

While 43% expect they will have to at some point in their career, despite not wanting to – a further 40% are adamant they’ll avoid middle management altogether.

Earlier this year, major US corporations such as Meta and Citigroup announced job cuts of which middle management roles made up 30% – leading to the period being tipped as the ‘great unbossing’. (Source)

Now, new research from leading talent solutions firm Robert Walters reveals a growing disillusion with mid-level management roles amongst younger professionals in the US.

Preferred route to progression

The Robert Walters poll found that 60% of Gen-Z would actually opt for an individual route to advance their career – one which focuses on personal growth and skills accumulation rather than taking on a management role (40%).

Sean Puddle, Director of Robert Walters New York comments: “Gen-Z are known for their entrepreneurial mindset. They prefer to bring their ‘whole self’ to projects, focusing on building their own brand and approach rather than managing others.

“However, this reluctance to take on middle management roles could present challenges for employers in the future.”

Generational differences

Interestingly, 65% of professionals believe that older generations place far more value on middle management roles than their younger peers. Only 14% think these roles are equally valued across age groups.

Sean notes: “Senior professionals have typically spent years climbing the traditional corporate ladder, giving them a greater respect for mid-level management. On the other hand, younger professionals, who often entered the workforce during a time of remote or hybrid work with a focus on digital skills, are less inclined to develop strong company loyalty.”

Management stretched thin

When asked why they would avoid middle management roles, 67% of Gen-Z professionals in the US cited high stress with little reward. Other factors included limited decision-making power (20%) and reduced opportunities for personal growth (8%). A recent survey by Capterra found that 75% of middle managers admitted to feeling overwhelmed, stressed and burnt out.

Sean adds: “New middle managers face a steep learning curve, managing increased workloads, being ‘always available’ to their team, while still meeting their own targets. This explains why many shy away from these roles due to the overwhelming responsibility.”

Is the future team-based?

Only 13% of Gen-Z professionals believe the traditional hierarchical structure still works. Instead, 57% would prefer a more team-based approach.

Sean adds: “Many younger professionals aren’t as interested in climbing the corporate ladder. And it’s not just them—more professionals across all generations are feeling that multiple layers of management create an ‘us vs. them’ mentality between the people doing the work and those delegating.”

Middle management reframed

Despite these trends, middle management remains essential, with 73% of employers stating that middle managers play a crucial role in their organizations.

Sean concludes: “It’s clear that mid-level management is a cornerstone of any organization. To fill these roles, employers will need to rethink their strategies to make them more appealing. This could include offering more autonomy, regular workload assessments, and clear opportunities for skills development.

“Adopting an ‘unbossed culture’ could transform these roles from being seen as an unnecessary layer of management to becoming facilitators who empower their teams to take initiative. Employers need to prioritize middle management now to avoid significant talent shortages in the near future.”