Changing perceptions of career growth
So, how are members of Gen Z different? According to INSEAD Knowledge, they are increasingly rejecting the traditional career path leading to managerial positions. A survey by Robert Walters found that 72% of them prefer individual personal development and specialisation over managing others. Most also consider middle management roles stressful and inadequately compensated. Rather than being drawn to leadership positions, young people are more interested in meaningful work, flexibility, and work-life balance.
New approach to motivating young talent
What should companies do if they want to prepare Gen Z to take on leadership in the future? They must stop relying on traditional motivators such as loyalty or formal advancement up the corporate ladder and, instead, invest in developing young employees through training or mentoring. Crucially, current managers must also be trained to understand and work with this younger, more progressive generation. The way new leaders are selected should no longer be based solely on seniority or overtime hours, but rather on their ability to create an environment where young people feel supported and find meaning in their work.
Psychological safety as the foundation of success
A key element in engaging Gen Z in leadership is creating a culture of psychological safety. This means fostering an environment in which people feel free to express ideas or concerns without fear of ridicule or punishment. Such a climate supports intergenerational learning, boosts performance and satisfaction, and allows diversity to thrive. Only in this way can organisations build engaged teams where young professionals gain confidence in the company and develop the desire to lead it in the future.
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