42% of Gen Z professionals don't want to be middle managers

• 42% of Gen Z professionals in Belgium would rather not become middle managers. 
• 74% prefer a career path focused on autonomy and personal growth, rather than managing teams. 
• 61% think middle management roles are too stressful for the rewards that come with them. 
• 65% of Belgian employers still see middle management as crucial to their organisation.

Middle management has always acted as a link between executive and operational levels. But with Gen Z entering the job market, opinions on this job level seem to be changing. Research by recruitment specialist Robert Walters shows that views on middle management positions differ greatly between older and younger generations. What are the main findings, and why is this playing an increasing role?

Generations have a different view of middle management

The survey shows that 6 in 10 respondents think older generations value middle management jobs more than younger ones, while only 10% think these roles are viewed equally by all generations. Whereas middle management was still a stable and attractive career path for older generations, Gen Z now views it with a certain detachment.

This difference stems from the values of each generation. For Baby Boomers and Gen X'ers, middle-management jobs offered stability and advancement opportunities. But Millennials and especially Gen Z'ers value flexibility, autonomy and impact over a rigid hierarchical path. For them, middle management feels like an obstacle rather than a step forward.

Gen Z's critical attitude

While 59% of Gen Z are willing to take on a middle management role, 18% would rather not do so and 24% even consider it unnecessary to advance their career.

Generation Z absolutely values their careers. For some young professionals, middle management is still a standard step, but for many, the responsibilities do not justify the title, especially when it does not match their personal goals and work preferences.

More preference for autonomy than leadership

Asked about their ideal career path, a whopping 74% of Gen Z respondents prefer a path with more autonomy to a managerial position. Only 1 in 4 see themselves advancing by managing others.

 Instead of aiming for a management position, young professionals want to deepen their skills and work on personal growth.

This may prompt companies to rethink leadership roles and create impactful positions that do not require traditional management responsibilities.

Negative image of middle management

The pressure on middle managers is well known, and Gen Z is particularly apprehensive about it. As many as 61% of Gen Z respondents find middle management unattractive because of ‘high stress and low pay’. Limited decision-making (22%), lack of creativity (13%) and limited personal growth (4%) were also mentioned as drawbacks.

The unique position of middle managers often means they have to balance conflicting priorities and carry large responsibilities without full decision-making authority. For Gen Z professionals - who seek meaningful work and impact - these positions feel limiting rather than enriching.

Traditional structures at risk

With their need for autonomy, young people are increasingly opting for flexible work structures. 65% of Gen Z respondents prefer a team-based structure, and 30% a flat organisation. Only 5% opt for a traditional hierarchy.

Team-based and flat structures offer the flexibility, collaboration and room for growth that Gen Z seeks. For companies looking to attract and retain these young professionals, it may become crucial to loosen up their structure.

Renewal needed for middle management positions

Despite Gen Z's reluctance, two-thirds of all respondents consider middle management essential to the success of their organisation. Another 19% call it ‘useful but not crucial’, while only 14% consider it unnecessary.

Middle management roles remain essential, but perceptions of them are changing. Companies need to redefine these roles to make them more attractive to younger employees. This can be done by offering more support to middle managers, focusing on well-being and personal growth, or by giving them more decision-making space.

Know more?

Get in contact with one of Robert Walters' specialised recruiters or request your free copy of our Robert Walters Salary Survey.