A growing number of Gen-Z professionals are shunning middle management roles.
- 52% of Gen-Z prefer individual career progression over managing others.
- Significant stress and low rewards deter young professionals from middle management.
- Older professionals value mid-management roles more than younger ones.
- Employers must innovate to make these roles attractive to retain talent.
Recent findings reveal that a substantial 52% of Gen-Z professionals are reluctant to take on middle management roles, despite the fact that 36% anticipate they may have to do so at some point in their careers. The reluctance is evident, with 16% resolutely determined to avoid such roles altogether. These insights emerge amidst what has been termed as the ‘great unbossing,’ following job cuts in major US corporations like Meta and Citigroup, where middle management roles constituted a significant portion of redundancies.
According to a poll conducted by a leading talent solutions firm, 72% of Gen-Z individuals prefer pursuing personal growth and skill development over traditional management routes. This finding underscores a shift towards personal branding and entrepreneurial efforts among the younger workforce, a reflection of their preference to bring their ‘whole self’ to projects, rather than managing others. Such trends suggest potential challenges for organisations reliant on traditional management hierarchies.
There exists a pronounced generational divide concerning the value placed on middle management roles. While 63% of professionals note that older generations significantly appreciate these positions, only a small fraction believe there is a uniform valuation across all age groups. The younger workforce’s experience in predominantly digital, remote, or hybrid environments has further influenced this generational disparity, reducing traditional company loyalty.
From the perspective of Gen-Z employees, middle management positions are often perceived as high-stress and low-reward roles, with 69% expressing such sentiments. This perception is compounded by limited decision-making authority and stifled personal growth opportunities, which are concerns for 18% and 11% of respondents, respectively. The overwhelming pressures faced by new middle managers, who must balance increased workloads with expectations to be constantly available while achieving their own targets, further exacerbate the reluctance to pursue these roles.
The traditional hierarchical structure is losing its appeal, with only 14% of Gen-Z professionals viewing it as suitable for current organisational needs. A more significant proportion, over 30%, advocate for a flatter, team-centric framework. This reflects an evolving perspective among professionals across various age groups, who now see layered management as fostering an ‘us versus them’ mentality between direct contributors and those delegating tasks.
Notwithstanding the diminishing interest from younger professionals, middle management roles continue to be regarded as essential, with a substantial 89% of employers affirming their critical importance to organisational functionality. To avert future talent shortages, firms need to evolve these roles, providing more autonomy, continuous workload evaluations, and clear pathways for upskilling. The transition to an ‘unbossed culture’ could transform middle management from a perceived unnecessary layer to an empowering role that facilitates team initiative.
Employers need to rethink strategies to make middle management roles appealing to the evolving workforce, ensuring long-term organisational stability.
