Conscious Unbossing: Why Gen Z Is Steering Clear Of Middle Management

There is a subtle but seismic shift afoot in organizations—the silent reduction of middle managers. Generation Z may just be leading the way.

According to a recent survey from Robert Walters North, more than half of these young professionals want nothing to do with traditional management roles. Instead of authority, they prefer expertise.

During our recent exchange, Lucy Bisset, Director of Robert Walters North, provided valuable insights worth noting. "It's not that Gen Z doesn't respect leadership," she explained, "it's that they associate management with stress, limited autonomy, and poor work-life balance."

The firm's UK-wide research reveals that 52% of Gen Z professionals are intentionally avoiding management positions. Interestingly, a significant 69% perceive middle management as a role characterized by high-stress levels and minimal rewards, reinforcing Bisset's perspective.

Mid-management has been the glue that holds the organizational book together for decades, acting as the bond between senior management and individual contributors. However, if those same senior leaders don't pay attention to Gen Z's views on leadership, there will be a talent and succession plan crisis in the years ahead.

Considering that our organizations—and society at large—are aging at an accelerated pace, adopting a head-in-the-sand approach will prove increasingly detrimental.

The Emergence of 'Conscious Unbossing'

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The notion of Conscious Unbossing speaks specifically to a shift in workplace dynamics. It also seems like a cousin of other recent terms, Quiet Quitting and Bare Minimum Mondays.

Gen Z's alleged reluctance to climb the traditional corporate ladder reflects more than just personal preferences—it highlights a broader movement away from hierarchical leadership structures, something I first began to research and write about in 2013 with my first book, Flat Army.

Bisset articulates that Gen Z is eager for growth but prefers not to pursue traditional management roles. They prioritize the enhancement of their personal and professional skills over the complexities of team management. Their research indicates that a significant 72% of Gen Z professionals favor advancing their careers through the development of individual expertise rather than pursuing roles in people management.

When individuals assume that influence is derived from expertise rather than position, it reflects Gen Z's desire for autonomy, flexibility, and direct impact. Gen Z—those born between 1997 and 2012—appear to seek leadership opportunities that eschew the complexities of bureaucracy and the intricacies of people management.

Conscious Unbossing, in this sense, isn't a rejection of leadership itself but a refusal to accept the traditional management route through the current definition of what it means to be a leader.

Also, if you’re young, who really wants to sit through endless meetings and performance reviews, juggle team dynamics, and manage up and down the hierarchy like a circus performer on a tightrope?

Expertise Over Authority

The ongoing generational shift poses a significant challenge for organizations and their senior leaders in the current landscape. How can organizations create leadership opportunities when a substantial portion of the emerging workforce is disinterested in traditional management roles?

According to Bisset, the answer lies in creating alternate routes to leadership that focus on expertise, not hierarchy. "Younger professionals are seeking to become thought leaders and specialists," she says. "They're more interested in building their personal brand, developing niche expertise, and contributing to meaningful projects."

Additional studies support this assertion. A study by McKinsey shows that companies where employees feel empowered to grow through individual expertise—without necessarily moving into management roles—see higher levels of engagement and retention.

This brings me to a potential lesson to ponder. Companies that adapt by creating roles centered on subject matter expertise, project leadership, and innovation stand to gain a large swathe of potential up-and-coming leaders. As Bisset puts it, "What's important to them is making an impact without the administrative burdens that come with managing others."

The Evolution of Middle Management

Though the narrative around Conscious Unbossing might suggest the death of middle management—if not the title of an excellent future documentary narrated by Gwyneth Paltrow—the reality is more nuanced. Middle management roles are not vanishing; rather, they are undergoing a transformation.

Bisset notes, "Middle managers still play a crucial role, especially in large organizations, where coordination and oversight are essential." In fact, despite these data points from Gen Z, the study also found that 89% of employers still see middle managers as integral to their operations.

What's clear is that the depiction of middle management must adapt to this new landscape. Gen Z's preference for flat structures and expertise-driven leadership suggests that companies might rethink their overall management structure. It might involve moving away from rigid vertical hierarchies and embracing a more collaborative, distributed form of leadership where decision-making and leadership are shared.

Preparing for the Workforce of Tomorrow

I believe that organizations must consider the values and preferences of their youngest employees. The title may be cute, but Conscious Unbossing is not a rejection of leadership, it's a reimagining of what leadership can look like in the 21st century.

Bisset summarizes it perfectly: "Gen Z isn't turning away from leadership. They're turning away from a specific type of leadership. They want to lead in ways that align with their values—through expertise, collaboration, and personal growth."

Perhaps the future of leadership should involve discussions with young professionals about outdated structures. Maybe it should be about senior leaders—I'm looking at you, Baby Boomers and Gen X—meeting Gen Z where they are and helping them grow in ways that resonate with their values.

In adopting this approach, organizations position themselves for long-term success. When considering the challenges an aging workforce poses, the rationale for addressing this issue becomes increasingly persuasive.