The rise of ‘conscious unbossing’, with Gen Z consciously moving away from traditional management roles, is challenging organisations to re-evaluate their structures and career paths.

Research by global talent solutions specialist Robert Walters shows that 42% of Gen Z professionals do not want to become (middle) managers and 74% prefer autonomy to a leadership role. How can companies capitalise on this trend while strengthening their leadership culture? Kevin Blockx, senior manager at Robert Walters, shares practical tips for organisations looking to position themselves as attractive employers for Gen Z'ers.

1. Redefine leadership

‘Gen Z does not necessarily see management as a promotion, but rather as an additional responsibility with limited benefits', says Kevin. ‘Research shows that 61% of Gen Z respondents find middle management unattractive because of high stress and low pay. Organisations can make leadership more attractive by letting go of traditional hierarchies and moving towards shared leadership, where employees are given more say and responsibility without being stuck in a top-down structure.’

Tip: Encourage coaching and project-based leadership, where employees temporarily take on a managerial role without being stuck in a traditional management position.

2. Create alternative growth paths

Kevin: ‘For many Gen Z'ers, growth is synonymous with developing their expertise, not leading teams. As many as 65% of Gen Z respondents prefer a team-based structure, while only 5% opt for a traditional hierarchy.

Organisations can offer attractive alternatives for career development without making management a mandatory step.

Tip: Develop a ‘dual career path’ model where employees can progress as specialists or managers, depending on their ambitions and talents.

3. Build a flexible and inclusive working environment

‘Gen Z values autonomy and a flat organisational structure. This does not mean that managers are redundant, but rather that their role should evolve towards facilitative leadership rather than supervisory management,’ Kevin notes.

Tip: Give teams more autonomy through self-directed working groups and encourage horizontal cooperation instead of strict hierarchical layers.

4. Provide tailored support and development

‘Gen Z wants to develop and learn new skills, but not necessarily in a traditional management position,’ Kevin knows. ‘That is why it is important to invest in individual development paths that match their personal and professional goals.’

Tip: Offer mentoring and coaching for young professionals, with experienced colleagues guiding them in both leadership skills and personal growth.

5. Make management more attractive

Kevin: ‘The negative image of middle management can be reversed by better positioning the function and providing the right support. Our study shows that 22% of Gen Z see limited decision-making as a bottleneck, while 13% see low creativity as an obstacle. This can be addressed by dividing tasks more efficiently and giving managers more decision-making space.’

Tip: Minimise bureaucracy and give middle managers more autonomy and strategic influence so that their role actually adds value.

Delay is not a solution

‘Instead of seeing the trend of ‘conscious unbossing’ as a threat, organisations can leverage it to modernise their structures. By redefining leadership and creating an inclusive work environment, companies can not only attract and retain Gen Z, but also build a future-proof organisation. This is not a long-term issue - action is needed now. Without timely action, we risk a future with too few strong leaders and a lack of mentors for the next generation of managers,’ concludes Kevin.

Looking to hire new talent?

Contact our offices of submit your vacancy.