Why Gen Z doesn’t want to be manager anymore — and why that’s not a problem
A recent study conducted by the recruitment firm Robert Walters in the UK shows that 52% of professionals under 30 reject the idea of becoming a manager....
Date: 14. January 2026
Author: Constance Tournier
Categories: PGarticle
What if the problem isn’t Gen Z — but the definition of leadership?
A recent study conducted by the recruitment firm Robert Walters in the UK shows that 52% of professionals under 30 reject the idea of becoming a manager. Not later. Not “maybe one day”. They simply don’t want it.
This phenomenon even has a name: they call it “conscious unbossing.”
At first glance, this is alarming. Who will lead tomorrow’s organisations? But if we look closer, Gen Z isn’t rejecting leadership — they’re rejecting the way leadership is currently designed.
Conscious unbossing: “More stress, more pressure… but why?”
Across Europe, the message is consistent:
- Leadership roles are perceived as high stress, high pressure
- More responsibility, limited decision power
- Slightly better pay, but at the cost of work–life balance
- Very little perceived meaning or creativity
In Germany, a study already showed in 2020 that only 29% of young professionals wanted to become managers, compared to 40% previously. In France and Switzerland, similar patterns appear among professionals under 30.
As reported by the Radio Télévision Suisse (RTS), many young professionals see middle management as:
“A role where you absorb pressure from above and frustration from below.”
Gen Z vs Boomers: a different relationship to power
Gen Z didn’t grow up with the same promises as previous generations.
They are not chasing:
- Titles
- Hierarchical power
- Authority for authority’s sake
They are looking for:
- Impact
- Alignment with values
- Autonomy
- Psychological safety
- A life that still exists outside work
Leadership is no longer seen as a “promotion”, but as added responsibility with limited upside.
As highlighted in PME Magazine, management is increasingly perceived as an “insurmountable role”, associated with exhaustion and burnout rather than influence or meaning.
So what does Gen Z want from leadership?
They don’t want “less leadership”. They want different leadership.
- A facilitator, not a controller
- Cooperation over command
- Teams that are trusted, not monitored
- Horizontal governance where possible
- Flexibility in time, place, and structure
Some organisations are already experimenting:
- Co-leadership models, as suggested by Laurent Tornare (La Poste Suisse)
- Young employee councils, such as those implemented in companies like Nestlé, giving younger generations a voice in shaping future models
Gen Z wants to participate, not just execute.
Where we come in
At Personality Guidance AG, we see this shift every day in our work.
This is not a motivation problem – it’s a self-awareness, structure, and selection challenge.
1. Strategic self-awareness
Using the Hogan Assessments, leaders discover:
- How they naturally lead
- When control turns into micromanagement
- How their values (MVPI) align — or clash — with younger generations
2. Smarter selection
Not everyone should be a manager — and that’s okay.
With science-based assessments, we can support your organization by helping you to:
- Identify who can lead sustainably over time
- Identify future Gen Z leaders whose values align with your organization
- Understand the personal drivers, needs, and expectations of your next Gen Z hires
3. Development
Gen Z leaders are looking for more collaboration and more horizontal forms of leadership. Integrating personality insights into development therefore makes sense, and our PG guides can support you by helping to:
- Facilitate team workshops to explore how your teams work together, identifying strengths as well as potential challenges
- Enable different generations to work together more effectively by understanding each other’s behaviors, motivations, and expectations
A final question?
If 52% of Gen Z doesn’t want to manage, maybe the question isn’t:
“How do we convince them?”
But rather:
“What kind of leadership is still worth saying yes to?
References
- Robert Walters UK – Gen Z & Management study (UK)
- RTS – Pourquoi la génération Z refuse de devenir manager https://www.rts.ch/info/societe/2025/article/generation-z-pourquoi-ils-refusent-de-devenir-managers-28789392.html
- PME Magazine – Manager, une voie qui ne fait plus rêver https://www.pme.ch/strategie/2025/04/16/manager-une-voie-qui-ne-fait-plus-rever-815763
