The Digital Natives: Meet Generation Z

Unlocking what makes Generation Z tick can help us figure out how to make the workplace with multiple generations a more cohesive, high-performing team. This generation, often described as pragmatic, digitally savvy, and ethically driven, is reshaping workplaces in ways that are only beginning to be understood.

Generation Z, born between the mid-1990s and early 2010s, is the first “digital native” generation. Having been exposed to and raised in a world of technology and social media, they have become experts in mastering the nitty-gritty of technology. But there is more to Gen Z than just their obsession with gadgets. What sets them apart is their ambition, financial savviness, care for ethical consumption and social responsibility, and, most importantly, their pursuit of purpose (Benítez-Márquez et al., 2022) [1]. A 2022 Workplace report from LinkedIn supports this, with 72% of the Gen Z respondents saying choosing a job where they can make a positive impact is more important to them than a higher salary [6]. This is because Gen Z cares deeply about aligning their personal values to their work; work is no longer a means to an end but an extension of their identity and what they believe. 

Unlike the previous generations, Gen Z has a greater awareness of what financial stability in the rise of the gig economy (i.e., short-term contracts and freelance jobs, not permanent jobs) means to them as opposed to previous generations. Gen Z is picky about jobs, wanting options that let them grow and be flexible. They don’t all think the same way—it depends on where they’re from and what they’ve been through. But they all tend to have high standards for their work. Their highly entrepreneurial mindset, even more so than Millennials, is a driving force to hunt for their dream job and skill-building opportunities [10]. Suppose they sense unhappiness and unfulfillment in their careers; in that case, they are not afraid to jump ship and hop onto the next job opportunity (​​LeBlanc, 2024). In fact, a 2022 Gallup Poll found that 61% of Gen Zers are willing to leave their current job for a better opportunity within two years if they don’t feel like they are growing [12]. The motivation of Gen Zers lies in career growth with better pay, meaningful work, flexibility, and a strong team. When they feel valued and included, they stick around.

Conscious Unbossing: Why Gen Z Shuns Traditional Roles

Figure 2: Gen Z characteristics. Source: Generation Z Marketing Communications [diagram]. Medium

Middle managers are below the top-level managers and above lower-level employees. They are responsible for communicating goals from top-level managers to lower-level employees ensuring these goals are met and the smooth operation of the organization [3]. Despite Gen Zers’ ambition and desire for career growth, one of the most noticeable trends is their reluctance to pursue traditional middle management roles. Therefore, it doesn’t come as a surprise that according to a recent survey, 52% of Gen-Z professionals don’t want to assume middle manager roles and would prefer to escape it altogether [11]. A term called “conscious unbossing.” They would much rather undertake a path focused on personal growth and building new skills instead of climbing the traditional ladder. While 36% anticipate reluctantly taking on a middle management role at some point in their career, 16% are determined to avoid it entirely. In contrast, older generations have embraced middle management roles as essential to career growth and organizational stability, with 63% of professionals noting they value these positions more than younger colleagues [11].

Sixty-nine percent of respondents highlighted high stress and low rewards as reasons for not wanting to move up the corporate ladder. This change shows how people are rethinking work, with many choosing options like entrepreneurship, freelancing, and flexible roles over the usual career paths. The desire for more control and independence is a big reason why Gen X is turning away from middle management positions. TikTok influencers like @simplyy.jamieee share stories of how younger employees are often disillusioned by rigid corporate structures that seem out of touch with their values of flexibility and work-life balance. Rather than managing others, many Gen Z workers prefer to develop their own skills, find purpose in their work, and have the flexibility to move between projects or companies. Other reasons for avoiding the corporate ladder include limited decision-making power (18%) and barriers to personal growth (11%). According to a survey by Capterra, 47% of young professionals point to stress as the main reason for steering clear of management roles [14]. Given their focus on entrepreneurship, personal development, and flexibility, it’s not surprising that the stress, poor work-life balance, and low rewards of middle management are unappealing to them. TED talks like Simon Sinek’s “Start With Why” emphasize how younger generations focus on finding purpose in their roles rather than climbing the corporate ladder simply for financial reward. It’s time for firms to rethink their approach and adapt to this next wave of talent [13].

The Evolving Workplace: Adapting to Gen Z’s Needs

Adapting to Gen Z in the workplace is an entirely new ballgame. Gen Z’s reluctance to embrace traditional management roles has caused many companies to rethink how they structure their teams. A 2023 McKinsey Report highlights how companies with the most successful retention of Gen Z employees often prioritize adaptability, flexible career paths, and inclusive work environments in their company culture [5]. It is not enough to simply offer better wages that are more competitive; organizations need to fundamentally rethink how they support employee growth and morale by creating meaningful work that provides opportunities for collaboration. Given their unique traits, companies need to start adopting new dynamics and company culture – if they haven’t already. As more and more Gen Zers integrate into the workforce, both professional and social backdrops shift. Understanding their individual needs is a crucial gateway for greater success in terms of decision-making and warrants a smoother transition within the company.

In workplaces with multiple generations, companies should focus on using communication methods that are straightforward and engaging for younger staff. Gen Zers crave clarity, speed, and authenticity in their communication. They are quick to spot inconsistencies or false promises (LeBlanc, 2024) [10]. As such, companies need to be upfront about career progression, expectations, and organizational culture. Research by LinkedIn Learning in 2022 found that 79% of Gen Z professionals expect frequent and constructive feedback. They want to be recognized for completing tasks and the creativity and innovation they bring to the table [8]. Hence, they must integrate a supportive work environment to reduce high turnovers within organizations and companies. This can be achieved by incorporating flexible hours, more opportunities for personal and professional growth, and a culture that adopts constructive feedback and recognition into their agendas. A study published in the Journal of Management Studies (2008) noted that workplaces emphasizing psychological safety – where employees feel comfortable taking risks and voicing opinions – are more likely to retain Gen Z workers [15]. By creating a sense of belongingness and trust by arranging for psychological safety, flexible adaptations, and collaboration, coupled with a strong sense of community, Gen Z is more likely to excel.

Middle Management and the Future of Work

Figure 3: Middle Managers. Source: How to be a good Middle Manager [diagram]. Financial Times

Middle management has long been considered a stepping stone to senior leadership positions. However, with Gen Z’s growing disinterest in these roles, the future of middle management is uncertain. A 2021 article in the Harvard Business Review notes that middle managers are essential in translating executive strategy into actionable goals and ensuring that teams stay aligned with company objectives [4]. Without strong leadership in these roles, companies risk losing organizational cohesion. Yet, the perception of middle management as a thankless, stress-filled position has caused many young professionals to look elsewhere. In this TED Talk, Reinventing Organizations, Frederic Laloux explains how middle managers are often caught in the crossfire of competing demands, making it difficult for them to lead effectively [9]. Frederic suggests companies rethink their organizational structures to empower middle managers to take on more strategic roles, with more autonomy, to lead rather than just following orders from the top. Middle management has long served as a mediator between senior positions and everyday employees. However, the needs and perspectives of Gen Zers are taken with a pinch of salt. In that case, we could risk future succession plans in the workplace, leading to a talent crisis.

The Unsung Heroes: The Vital Importance of Middle Management

Middle managers have been stuck with a bad reputation – painted as ordinary and mediocre supervisors. Although many criticize middle management roles as a bottleneck, it is important to remember that there are two sides to every coin. Middle managers serve as the vital glue that binds an organization together. A 2017 study found that middle managers play a key role in shaping company culture and making sure strategic goals are communicated clearly and carried out effectively [2]. They connect employees with leadership, keeping both groups aligned. This reduces the chance of misunderstandings and helps create a more connected and efficient work environment. By bridging the gap between senior leadership and frontline staff, they can spot issues, suggest solutions, and drive meaningful change within the organization [7].

By looking through the binocular lenses of the Theory of Middle Managers’ Role in Innovation and the Organizational Transformation Model (OTM), one can see that their influence and behaviour can be a pathway in shaping future workplaces.

Innovators in Action

The theory of Middle Managers highlights how leaders in this role champion innovation by:

• Distribution of information: They circulate information about new initiatives to make sure everyone is in the loop about what is happening within the organization.
• Synthesis: They form a link by compiling information and combining it with research and real-world examples, helping teams execute required changes.
• Intervention: They narrow the gap between the overarching goals and the small daily goals delivering mechanisms for success.
• Inspiration: They inspire their teams to welcome new practices wholeheartedly [2].

The Organizational Transformation Model: Big Picture Thinking

On a grander scale, middle managers do best in environments that advocate for change. The five main components that are needed to generate improvements in leadership style include:

1. Being a catalyst for change

2. Serving as a leader who is committed to quality

3. Utilizing improvement initiatives

4. The alignment of goals

5. Integration beyond limits [2]

When middle managers are actively involved and devoted to quality and improvement, the entire organization reaps the benefits of their strategic thinking, bridging innovation and progress. They make visions from senior leaders into reality. 

Here is a disclaimer: Generation Z prospers on these very principles. Their unique position can help them have a massive influence on organizations. With their authority, they can be a powerful voice that can help shape the workplace. This makes them fundamental to directing change and success. Further, with an emphasis on quality and engagement, middle managers can ensure their authoritarian voices are heard by creating an environment where social justice and diversity are prioritized. Additionally, being responsible for creating a positive and more inclusive work culture can foster teamwork and flexibility. Middle managers encourage new and adaptive ways of thinking and mold the company culture to improve continuously, which also resonates with the values of Gen Z. 

Shifting the Narrative on Middle Management

So let us shift the narratives on middle managers! They may not be as recognized and acknowledged for all their hard work as they should be, but they are, in fact, the heartbeat of organizations. Companies need to understand just how important middle managers are and rethink these roles to better reflect what Generation Z is looking for in a career. Middle management doesn’t have to be thought of as a stressful role that leads to burnout. Instead, it can be a space for growth, creativity, and leadership. By focusing on what Gen Z values—such as flexibility, autonomy, and purpose—companies can change the way these roles are perceived. The way people think about middle management can shift—it doesn’t have to be seen as a stressful position. Companies can reshape these roles to help the business grow while also aligning with what younger employees are looking for, like opportunities for growth and flexibility. Organizations that invest in empowering middle managers will have a more cohesive team, smoother operations, and greater innovation. It is time to set our foot down and recognize their potential, provide them with the tools needed to succeed, and observe them leading the organization and taking it to greater heights. The best time to take action is now – the question is, are you ready to be the change?

References 

1)  Benítez-Márquez, M. D., Sánchez-Teba, E. M., Bermúdez-González, G., & Núñez-Rydman, E. S. (2022). Generation Z within the workforce and in the workplace: A Bibliometric analysis. Frontiers in Psychology, 12. https://doi.org/10.3389/fpsyg.2021.736820 

2) Engle, R. L., Lopez, E. R., Gormley, K. E., Chan, J. A., Charns, M. P., & Lukas, C. V. (2017). What roles do middle managers play in implementation of innovative practices?. Health care management review, 42(1), 14–27. https://doi.org/10.1097/HMR.0000000000000090

3) Ferguson, G. (2023, January 11). Who are middle managers and why are they important?. Trinet. https://www.trinet.com/insights/who-are-middle-managers-and-why-are-they-important 

4) Field, E., Hancock, B., & Schaninger, B. (2023). Don’t eliminate your middle managers. Harvard Business Review. https://hbr.org/2023/07/dont-eliminate-your-middle-managers 

5) Freeman, T., Mugayar-Baldocchi, M., Perez, F., & Salguero, J. (2024, May 6). From hire to inspire: Getting-and keeping-gen Z in manufacturing. McKinsey & Company. https://www.mckinsey.com/capabilities/operations/our-insights/from-hire-to-inspire-getting-and-keeping-gen-z-in-manufacturing 

6) Hanson, T. (2024, October 1). Global talent trends. Business Solutions on LinkedIn. https://business.linkedin.com/talent-solutions/global-talent-trends 

7) Jaser, Z. (2022, January 26). The real value of Middle Managers. Harvard Business Review. https://hbr.org/2021/06/the-real-value-of-middle-managers 

8) Knudsen, E., Stritter, K., Scalice, S., & Santosh, G. M. (2022). The Transformation of L&D Learning leads the way through the Great Reshuffle. LinkedIn Learning. https://learning.linkedin.com/content/dam/me/learning/resources/pdfs/linkedIn-learning-workplace-learning-report-2022.pdf 

9) Laloux, F. (2014, August 30). Reinventing Organizations. YouTube. https://youtu.be/gcS04BI2sbk?si=cm-5msfp_nFtRq7e 

10) ​​LeBlanc, J. (2024). Bridging the gap: Understanding the workplace environment and leadership preferences of generation Z. Journal of Business and Management, 6(4), 128–136. https://doi.org/10.32996/jbm

11) Parsons , L. (2023, September 23). Conscious unbossing – 52% of gen-z professionals don’t want to be middle managers. Robert Walters United Kingdom. https://www.robertwalters.co.uk/insights/news/blog/conscious-unbossing.html 

12) Pendell  , R., & Helm, S. V. (2022, November 11). Generation disconnected: Data on gen Z in the Workplace. Gallup Workplace. https://www.gallup.com/workplace/404693/generation-disconnected-data-gen-workplace.aspx 

13) Sinek, S. (2009, September 28). How great leaders inspire action. Simon Sinek: How great leaders inspire action | TED Talk. https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action 

14) Westfall, B. (2024, February 13). Middle manager burnout is high–here’s how HR can help. Capterra. https://www.capterra.com/resources/middle-manager-burnout-strategies/ 

15) Wooldridge, B., Schmid, T., & Floyd, S. W. (2008). The Middle Management Perspective on strategy process: Contributions, synthesis, and future research. Journal of Management, 34(6), 1190–1221. https://doi.org/10.1177/0149206308324326 

Similar Posts:

• Conscious Unbossing: How Gen Z is Redefining Management
• The far-reaching influence of celebrities on body image and eating disorders
• COVID-19 Pandemic Dream Imagery
• Hemineglect: Half of a whole
• Demystifying the science behind love