Gen Z is redefining the concept of career More and more young workers dislike traditional middle management positions

In recent years, many companies have been grappling with an unexpected phenomenon: the growing reluctance of young workers belonging to Gen Z to accept middle management roles. This trend is putting pressure on a number of organizations, a minority but still significant, on social networks such as LinkedIn. As reported by La Stampa, according to a study published by the recruitment and personnel selection agency Robert Walters, about half of the young adults interviewed have no intention of taking on the strategic and operational tasks typical of middle management, such as supervising teams of varying sizes. "A salary increase is fine, but what if the proportion with the increase in responsibilities just doesn’t add up? Then it’s better to stay exactly where you are," summarizes La Stampa. Various factors are contributing to this dynamic. Middle management roles often require long working hours, more tasks, and strong involvement in corporate dynamics. For a generation that values personal well-being and work-life balance, these conditions are not very appealing. Additionally, many young people believe that salary growth is not proportional to the stress and additional commitments often required in middle management positions. About 70% of the Gen Z respondents would prefer to invest in an individual career path rather than take on the complexity of managing other workers. Moreover, only just over 10% of Gen Z professionals believe that the traditional hierarchical structure of many companies is still functional, while more than double, 30%, would opt for a more horizontal approach—characterized by greater adoption of teamwork.

Possible Consequences for Companies

The absence of a new generation of middle managers could lead to several problems in companies, including leadership gaps that slow down coordination between employees and executives, difficulties in transferring skills—with the risk of losing know-how—and an increased workload on junior professionals. This trend is anything but good news for large organizations, where mid-level managerial roles remain essential: 89% of employers state that middle managers are generally crucial in business management. To attract Gen Z to these positions, companies will need to rethink their approach, taking into account employees’ lives outside the office. In this sense, companies should provide greater flexibility and more flexible working hours, improve training offerings, and increase growth opportunities while ensuring more stimulating career paths. Additionally, revising salaries and benefits will make middle management roles more competitive, promoting a corporate culture based on well-being rather than solely on career advancement.

Gen Z's reluctance to take on intermediate roles fits into a broader phenomenon known as “quiet quitting” – which can be summarized as “resigning without resigning.” In recent years, this expression has become increasingly popular among young workers: it highlights the tendency to disconnect one’s identity from a professional career, experiencing the work dimension in a more relaxed way. The term quiet quitting also encapsulates the desire to dedicate one’s time and energy to other activities, away from the daily profession. In some cases, the phenomenon manifests as spending more time on leisure, while in others, it means prioritizing a second, more passionate job. Quiet quitting has long been at the center of attention not only because of its popularity but also for what it reveals about the inclinations and widespread sentiments among many young workers. All this represents, on the one hand, a significant challenge for many companies, but on the other, it is also an opportunity to improve certain organizational dynamics to attract new talent: investing in more modern and inclusive leadership models could provide more flexible companies with a competitive recruitment advantage. And in certain sectors—such as the technology industry—this approach can make all the difference.