Gen Z Takes the Helm: Young Managers Redefine Leadership with Flexibility and Empathy

A growing number of Gen Z professionals are stepping into management roles, ushering in a new era of workplace leadership defined by a focus on flexibility, well-being, and emotional intelligence. Despite stereotypes that younger workers shy away from managerial responsibilities, recent research shows that Gen Zers are increasingly embracing leadership — and reshaping it in the process.

Rai, a 25-year-old partnerships manager at a tech company who goes by Rai Tryna on social media, exemplifies this shift. As a manager with eight direct reports, he is often the youngest person in the room. While this can be a challenge, Rai says his goal as a leader is rooted in a desire to cultivate a positive work environment — something he values after experiencing both supportive and ineffective bosses early in his career.

“Dealing with eight direct reports is dealing with eight different lives and personalities and goals and ambitions — and you have to manage that while still doing the core job function,” he explains. He also acknowledges the difficult aspects of leadership, such as having to deliver disappointing news, including when someone is passed over for a raise. “So I understand why people don’t want to do it.”

Team work | Source: Pexels

Still, Rai believes that for those who enjoy working with people and are compensated fairly, management can be a fulfilling path. “I think if you enjoy people and you’re getting fairly compensated,” he says, “taking on leadership at work can be fulfilling.”

Rai’s approach as a leader reflects the broader values emerging among Gen Z managers. He promotes workplace flexibility by rarely denying PTO requests and supporting remote work without micromanagement. “If you’re not taking any client-facing calls and you’re getting your work done and you’re at the beach, by all means, go get a tan,” he says, emphasizing trust and communication within his team.

This emphasis on flexibility and mental health support resonates across the generation. According to Glassdoor surveys, many workers believe Gen Z leaders will bring stronger prioritization of employee well-being to the workplace, particularly as they continue to gain experience and influence.

Daniel Zhao, lead economist at Glassdoor, notes that these changing dynamics reflect broader shifts in workplace expectations. “What constitutes good leadership is changing at the same time that Gen Z is entering management ranks,” Zhao says. “So this is not necessarily saying that Gen Z is inherently different in how they approach leadership, but it’s just saying that the expectations on them [are] different than previous generations of managers.”

Gen Z, whose oldest members turn 28 this year, now account for one in ten bosses. By next year, they are expected to outnumber Baby Boomer managers. The trend spans various industries — from food service, where younger workers are common, to tech, which often offers rapid career advancement.

Woman leading a team | Source: Pexels

This growth in Gen Z leadership is occurring alongside cultural trends such as “conscious un-bossing,” a movement often attributed to young workers who appear hesitant to take on managerial responsibilities. However, Zhao clarifies that the data contradicts that narrative.

“Gen Z is going into management despite ‘conscious un-bossing,’” Zhao says, adding, “When you look at the workforce overall, we do still see that Gen Z is interested in management. They do still view the corporate ladder as a way to earn more money and rise the ranks.”

As the workplace continues to evolve, the rise of Gen Z leaders underscores the need for new approaches to management training. Emotional intelligence, adaptability, and empathy — qualities heightened by global challenges such as the COVID-19 pandemic — are increasingly essential.

“That also says something about how to train the next generation of managers,” Zhao adds. “The way that we’ve trained managers in the past might not be as relevant to what workers want moving forward, and that is going to be a challenge that employers and Gen Z managers alike will have to, well, manage.”