Summary: Gen Z isn’t rejecting leadership – they’re reimagining it. This generation challenges outdated corporate structures that prioritise titles over wellbeing, pushing organisations to rethink what leadership means. The solution involves three steps: (1) Foster transparent communication through tools like personal ‘user manuals’. (2) Align leadership roles with meaningful impact rather than rigid hierarchies. (3) Create flexible development paths that honour individual work styles.
There is a growing narrative that the modern workplace is on the brink of a leadership vacuum. A crisis is looming that could cause massive headaches for HR leaders and may even destabilise even the most successful global businesses.
The story runs like this…
As Baby Boomers retire and senior Gen X professionals eye early exits, the stage is set for Gen Z (born 1997–2010) to follow Millennials into senior leadership roles. Yet instead of eagerly climbing the corporate ladder, many Gen Z employees are forging an entirely new path. One that does not always lead to the corner office.
For this generation, traditional leadership tracks often feel more like a sacrifice than a reward. They are prioritising wellbeing, autonomy, and flexibility over rigid structures and long hours. Gen Z is consciously rejecting a system that, to them, seems broken. They are not afraid to question the value of chasing titles at the expense of a fulfilling life.
(Read: How to reverse the Gen Z trend of ‘conscious unbossing)
This evolving mindset has sparked headlines and think pieces, often suggesting a generational divide that could disrupt business as usual.
This narrative is interesting, but ultimately flawed. So far, the evidence is largely anecdotal and driven more by gut instinct and media buzz than hard data.
What is really happening with Gen Z leadership?
I do not believe that Gen Z-ers are turning their backs on leadership. Rather, they are catalysts in redefining outdated leadership paths.
The most successful companies will listen to Gen Z’s needs and respond accordingly.
It is pivotal for companies to revisit how (and whether) they nurture potential leaders. There are two key ways businesses can prepare the next generation for leadership – and, in both, HR executives need to take the lead.
The first is to ensure that communication among generations is as smooth and transparent as possible.
The second is to recalibrate existing paths to leadership, re-tuning them to accommodate Gen Z’s passions and preferences.
Using a manual to address miscommunication
Workplace tensions primarily stem from miscommunication, not age gaps. To help bridge this gap, I have a simple yet radical concept: everyone on my team writes a ‘user manual’ explaining their work style, communication preferences, and expectations. It is not a corporate document, it is a candid, personal tool to build trust and clarity. Shared both with HR teams and colleagues, it is constantly and easily accessible to all.
The manual includes:
- details about personal life
- preferred ways of giving and receiving feedback
- preferred modes of working
- work that energises them
- expectations of how their teams should act
This upfront transparency has significantly reduced misunderstandings and fostered a more inclusive, asynchronous-friendly culture.
For Gen Z employees who value psychological safety, feedback loops, and managerial openness, this kind of clarity is essential. They want to know how to effectively engage and that it is okay to show up as themselves. The user manual is one of our shortcuts to getting there.
How to adapt leadership for the next generation
Alongside adopting transparent work practices, companies must work with their HR teams to fundamentally rethink their leadership strategies.
Align leadership roles to Gen Z’s values
Refrain from squeezing Gen Z employees into existing structures and, instead, reimagine leadership in ways that align with their values and work styles.
Young people’s hesitation to step into leadership is not necessarily about avoiding responsibility. It could be that they are rejecting the unsustainable version of leadership, which they perceive as the norm.
Gen Z wants their work to align with their values. Companies should therefore position leadership as an opportunity to drive meaningful impact, not just a set of responsibilities. Storytelling, emotional intelligence, and authenticity are key to making leadership more attractive and fulfilling for younger employees.
Promote healthy work habits among leaders
It is right that younger generations challenge long-established perspectives in the search for more effective, contemporary ways of running businesses. After all, traditional leadership paths were created before the eras of flexible working and digital technology.
One obvious example is to encourage employees to adopt healthy work habits that suit them as individuals. Some desire a rigid daily schedule, with the understanding that they are not required to respond to emails or messages after a certain time.
But this doesn’t suit everybody. When my team members produce their bespoke manual, I often discover that some employees prefer very flexible hours to accommodate childcare or out-of-work arrangements. As such, these individuals prefer to work outside of traditional hours.
It really does not matter to me when people work. What matters is that the work gets done to the highest standards possible.
Re-thinking leadership paths
Can we eliminate all stress from leadership? No. But we can help prepare future leaders to handle that stress in healthier ways. Wellbeing support and training play a crucial role in ensuring our future leaders don’t just cope, but thrive.
Traditional leadership training no longer aligns with modern career paths. Instead, HR should:
- offer personalised, flexible development programmes that help employees gain self-insight into their leadership potential
- explore leadership through stretch assignments and coaching rather than rigid training
- prioritise learning over title progression
- offer leadership experiences that feel like an opportunity, rather than an obligation
Reimagining long-established leadership paths is a challenging task, yet it is one that forward-looking HR executives, in tandem with their senior teams, are perfectly placed to undertake.
