A fresh concept is emerging in the realm of corporate America known as “conscious unbossing” — a term associated with Gen Z that suggests younger employees are hesitant to pursue promotions due to the anticipated stress that comes with a managerial role.
This phenomenon is visibly influencing the career paths of young Americans and organizations that are looking for them to step up as more seasoned staff transition into higher positions and ultimately exit leadership roles.
As always, statistics paint a clear picture.
A recent study conducted by Robert Walters reveals that more than half (52%) of young employees would decline an offer for a middle management position. Almost three-quarters (72%) express a preference for pursuing “individual paths” to success by building their personal career brand rather than overseeing others.
“Honestly, it doesn’t surprise me at all,” states Rachel Murray, co-CEO of Inclusion Geeks, a company specializing in workplace DEI services. “Having experienced the tech hustle era, I completely understand why Gen Z wishes to avoid the burdens of management. We fought our way into managerial positions without adequate preparation or resources, merely aiming to shield our teams from the turmoil above.”
Murray notes that middle managers often find themselves “stuck” handling the frustrations from higher-ups to prevent them from affecting their team.
“Gen Z observes us and thinks, ‘Why would I want that level of stress for a minor title and negligible pay raise?’ They’ve witnessed the inadequate support that managers receive and the personal cost associated with it. It’s not unexpected that they’re choosing to opt-out.”
Reasons Gen Z is Not Drawn to Middle Management
This is one legitimate perspective on the conscious unbossing trend, and it merely scratches the surface. Young professionals have multiple motivations for avoiding middle management roles, and the following points outline some of the most common.
Living in the Moment
Growing up with TikTok and Instagram, Gen Z is closely observing what their contemporaries share online regarding career progression—and they are paying attention.
“Conversations on social media have certainly had a profound influence on the mindset of Gen Z regarding careers,” remarks Harrison Tang, CEO and co-founder of Spokeo, a people search engine based in Pasadena, California. “Statements like ‘40 years working for someone else versus crafting your own brand’ resonate strongly with Gen Z and inspire them to question conventional career pathways and create their own routes.”
A Shift in Perception of Workplace Stress
Tang describes the “conscious unbossing” trend as a “refreshing departure” from conventional expectations.
“Gen Z strives to cultivate joy, well-being, and personal development—now, rather than in some far-off future,” he observes. “It’s not about the workplace itself; it’s about the value assigned to stress. If Gen Z employees are going to face stress, they prefer it to be for their own ventures, not to further someone else’s enterprise.”
Negative Perceptions of Senior Management
Whether deserved or not, the traditional management culture has suffered a blow in the eyes of younger professionals for quite a while.
“Since the 1990s, middle management has received a negative perception, being viewed as unnecessary overhead that can be eliminated to increase efficiency,” explains Charlotte Rooney, the founder of A Half Managed Mind, a work-life advisory firm in London, UK. “TV shows like The Office and films like Horrible Bosses exemplify the stereotype of the middle manager as a petty, misguided bureaucrat everyone despises.”
Gen Z has not only grown up amid this unflattering portrayal of managers, but they have also witnessed their leaders grappling with poor work-life balance, heightened stress (particularly during the pandemic), and the challenges of managing remote and flexible teams—resulting in them being perpetually “on” with little reward in return.
“Back when I began my career, there were no avenues for advancement that didn’t involve management, and leadership was highly esteemed,” remarks Rooney. “With more pathways to recognition and rewards that do not include the additional challenges of managing others, it’s completely logical that fewer Gen Z individuals are attracted to those roles compared to millennials or Gen X.”
Potential Downsides of Avoiding the Management Path
While career specialists recognize that Gen Z has justifiable reasons for straying from the conventional trajectory, doing so might carry potential drawbacks, both in terms of career opportunity and financial gain.
“If you find yourself in a situation that is currently unfavorable and is unlikely to evolve, there may be no downside to your choice. You might already be in the job market,” explains Jill Chapman, director of the Early Talent Program at Insperity based in Kingwood, Texas. “However, if the organization aligns with your values or is moving in that direction, you may miss out on an excellent opportunity for career and personal development.”
Foregoing managerial experience could indeed pose challenges down the line for those Gen Z workers who are cautious of taking on responsibilities.
“Management experience provides a twofold advantage,” Tang explains. “Not only does it enhance your resume, but it also equips you with essential soft skills required for sustained career advancement.”
Explore Alternatives to Management Roles
Before dismissing any middle management opportunities, take stock of your current situation and spend some time reflecting on your decision.
“Start by questioning whether the promotion aligns with your long-term aspirations,” advises Murray. “Are you considering it solely because you feel obligated, or does it genuinely contribute to your personal and professional development?”
Murray is also a strong proponent of negotiation. “If the position entails increased responsibilities, advocate for training, mentorship, or clear success criteria,” she advises. “Look beyond just the title and salary.”
If you’re still uncertain about foregoing a management role, “consider suggesting an alternative leadership position that resonates more with your interests, such as becoming a specialist or project lead without direct reports,” adds Murray.
If you remain disinterested in pursuing a management position, declining is perfectly acceptable.
“Career trajectories aren’t linear, and opting out of one opportunity doesn’t imply that others won’t surface in the future—opportunities that might align better with your values and lifestyle,” Murray concludes.
