Opinion: Incubating GenZ managers
The symbiotic relationship between millennials and Gen Z inspires balance & a spirit of innovation and adventure in workplaces
By Shrirang Ramdas Chaudhari, Dr Moitrayee Das
The modern workplace is a vibrant, often complex, ecosystem where different generations must learn to collaborate, each shaped by unique historical and technological contexts. At the heart of this dynamic lies the newest generation of employees, Gen Z, whose work attitudes and expectations have become a source of discourse and misunderstanding. Their arrival has initiated a profound shift, challenging traditional corporate norms and creating a fascinating generational crossroads.
Gen Z’s approach to work is a distinct blend of motivations, prioritising personal well-being, a search for purpose, and a demand for flexibility over traditional career paths and company loyalty. As digital natives, this generation was raised with open conversations about mental health and is vocal in rejecting “hustle culture.” They expect employers to acknowledge and actively support their well-being, valuing a job that provides clear boundaries over one that demands constant sacrifice. Young workers today are wary of the immense stress and work-life balance sacrifices they’ve witnessed their managers make. This fundamental divergence in ambition presents a unique leadership crisis for organisations, as the future pipeline of executives is at risk. Gen Z is highly motivated by working for an organisation whose values align with theirs. They are discerning and hold companies accountable. Furthermore, Gen Z views flexibility as a standard, not a perk.
However, these unique characteristics have led to significant challenges and misconceptions. While ample research and surveys from senior leadership, particularly from Generation X (Gen X) CEOs, express concern over Gen Z’s perceived lack of work ethic and communication skills, these narratives often overlook the potential of a crucial intermediary: the millennial manager.
The Bridge Between Generations
Millennials, a generation that has witnessed an unparalleled pace of technological and societal evolution, are uniquely positioned to act as an effective bridge between the traditional expectations of senior management and the evolving priorities of Gen Z employees. Their adaptive nature allows them to balance the demands for corporate efficiency with Gen Z’s need for personal autonomy and purpose, thereby positively integrating the newest generation into the organisational structure and culture.
The role of the millennial manager as a bridge is a direct result of their unique generational experience. Born between the early 1980s and the late 1990s, millennials grew up during market liberalisation, significant technological disruption, and economic upheaval, including the Great Recession. This dual exposure to both legacy systems and the dawn of the digital age has made them fluent in the communication styles and expectations of both older and younger generations. Millennials have embraced more collaborative and flexible work models, unlike their Gen X predecessors, who may be more accustomed to a hierarchical, top-down management approach. They have seen firsthand how rigid corporate cultures can lead to disengagement and burnout, and as a result, they are more open to new ways of working. This perspective allows them to “bridge the gap” by translating senior leadership’s efficiency and productivity demands into a management style that resonates with Gen Z’s core values.
The discourse on Gen Z’s challenges in the workplace is often incomplete without recognising the vital role of millennial managers as a generational bridge
One of the most significant strengths of millennial managers lies in their ability to cater to Gen Z’s unwavering commitment to mental health and work-life balance. Recent research indicates that Gen Z redefines professional success, prioritising personal well-being, purpose, and flexibility over the traditional pursuit of climbing the corporate ladder (Pew Research Centre, 2024). Millennial managers are more empathetic to these concerns. They understand that a job that demands constant sacrifice is not sustainable and that clear boundaries between professional and personal lives are essential. Recent surveys highlight that Gen Z is more likely to leave a job for one with better mental health benefits. By actively promoting work-life balance and pushing back against excessive hours, they align their management style with Gen Z’s priorities, fostering a more loyal and productive workforce.
A Shared Pursuit of Purpose
In addition, millennial managers are adept at addressing Gen Z’s search for purpose and values alignment. This generation expects its employers to demonstrate a genuine commitment to social responsibility and environmental sustainability. They are digital natives who can easily identify “purpose-washing,” demanding that companies “walk the walk” rather than just “talk the talk” (Deloitte, 2024). Having grown up in a more socially conscious era, millennial managers often share these values. They are well-equipped to connect the organisation’s broader mission, ensuring that day-to-day work is linked to a positive impact. By creating a culture that values and actively supports these principles, millennial managers can tap into a powerful motivator for Gen Z, leading to higher engagement and productivity.
The millennial manager’s ability to encourage transparent communication and provide opportunities for professional development is another key element of their bridging role. Moreover, research suggests that millennial managers can provide more informal, work-based learning opportunities and flexible training programmes, which align with Gen Z’s preference for self-driven learning and skill development. This mentorship helps Gen Z advance their careers and addresses documented skill gaps, such as critical thinking and conflict management, preparing them for senior roles in the future.
Beyond a simple mentorship role, the interaction between Gen Z and millennial managers presents a unique opportunity for mutual growth. There’s a notable difference in risk-taking behaviour between the generations, often seen as a result of exposure to opportunities and resources. While millennials navigated a complex transition from various market, financial, and geopolitical conditions that often instilled a more cautious, risk-averse mindset, Gen Z, having grown up in an era of startup culture and digital entrepreneurship, is often more adventurous. This generation is more inclined to pursue entrepreneurial ventures and challenge the status quo. By working closely with Gen Z, millennial managers are exposed to this more daring, entrepreneurial mindset, which can help them overcome their own risk-averse tendencies. It’s a symbiotic relationship: millennials provide a grounded, empathetic approach to management, while Gen Z inspires a spirit of innovation and adventure. This collaborative dynamic allows millennials to explore new possibilities for personal and organisational growth, helping them retain an adventurous mindset and explore new opportunities for personal and organisational growth. This cross-pollination of ideas and mindsets ensures that the entire workforce remains dynamic and forward-thinking, preventing stagnation and fostering a culture of continuous innovation.
The discourse on Gen Z’s challenges in the workplace is often incomplete without recognising the vital role of millennial managers as a generational bridge. By prioritising employee well-being, fostering a sense of purpose, embracing flexibility, and promoting transparent communication, millennial managers can successfully integrate Gen Z into the evolving structures and cultures of the organisation.
(Shrirang Ramdas Chaudhari is Assistant Professor, School of Business, MIT-WPU, Kothrud, Pune. Dr Moitrayee Das is Assistant Professor (Psychology), Department of Psychological Sciences, School of Liberal Education, FLAME University, Lavale, Pune)
