More than half of Gen Z professionals do not want to become middle managers, according to recent research. In response, leadership expert Drew Povey has said that businesses should “rebrand leadership as influencing” if they want to encourage younger workers to take on senior responsibilities.
Speaking after the release of new data, Povey said 52% of Gen Z professionals are opting out of traditional management pathways, which could leave organisations with a shortage of future leaders. He suggested that the challenge lies not in ambition but in the meaning Gen Z attaches to leadership.
“What we need to be doing is asking, ‘Why should anyone want to lead?’ Too often Gen Z are told that they’re lazy, they don’t want it, they’re not up for it. I don’t think that’s true. I just think they’re looking for more meaning,” Povey said. “If we can connect meaning and the impact of leadership and what it can actually do, I think they’ll be more than up for it.”
Another recent survey by Robert Walters reported that 69% of Gen Z professionals see middle management roles as overly stressful and poorly rewarded. Many are choosing specialist or individual career paths instead of positions involving people management.
Povey, a former headteacher turned leadership consultant, said the data suggests the old model of leadership is losing relevance. “Leadership isn’t dying, but perhaps the old structure of it is. And to me, that can be a good thing. If Gen Z aren’t rushing in to climb the corporate ladder, what we should actually be doing is asking the question, why the hell would anyone want to lead?”
Rebranding Leadership to Reflect Purpose Over Position
Povey believes leadership must be repositioned to align with Gen Z’s values. “We’ve got to move away from that idea of position and start to talk about purpose, which is going to resonate a lot more with Gen Z,” he said.
He added that this generation is driven by impact and social value rather than prestige. By using terms like “influence” instead of “leadership”, businesses can speak a language that Gen Z already understands, especially given their familiarity with social media influencers. “They’ve already got the tools, because they already get what influence is,” Povey said.
Changing Perceptions of Work-Life Balance and Leadership
Povey also pointed to work-life balance as a significant concern. He said leadership roles are often viewed as stressful, all-consuming and incompatible with personal values. This perception discourages Gen Z from seeking promotions.
“Gen Z are looking up at these leadership jobs and rejecting them because of the stress, long hours and fear they will become part of some corporate machine,” Povey said. “But a step up the leadership ladder does not have to be all-consuming.”
He argued that to attract younger professionals, organisations must move away from a culture of burnout and towards one of opportunity, flexibility and relationship building. “To be at our best, we’ve got to rest. Gen Z gets that. Athletes get that. Businesses need to get on board with that ethos as well,” he said.
Developing a New Model of Leadership for the Future of Work
Povey called for a broader shift in how leadership is defined and practised, urging employers to focus on “leadership now”. He said leadership should reflect current realities and platforms rather than outdated models.
“We can’t sit around and wait for new leaders to appear oven-ready. Our methods, expectations, the platforms we use are always evolving,” he said. “We don’t just want Generation Z to step up to leadership, we want them to help shape what it should be in the future.”
He emphasised that the traditional image of leadership—dominated by loud, confident individuals in formal settings—is no longer relevant. “Leadership should be quiet. Leadership should be creative. It should be tech driven, it should be emotionally intelligent and it should be rooted in communities.”
He argued that Gen Z will connect more with leadership that values diversity, emotional intelligence and new ways of working. “We must move away from this one size fits all approach to leadership and understand it’s about diversity and valuing different strengths.”
Encouraging Leadership Through Practical Experience
Povey concluded that the most effective way to develop leadership skills among Gen Z is to let them experience leadership firsthand. He said confidence is built through doing, not waiting for the perfect time or qualifications.
“Often people don’t step up to lead because they don’t think they have the experience. But one of the biggest skills you learn from being a leader is confidence,” he said. “In order to lead, you need to start to lead. It is the doing which will encourage Gen Z to become leaders.”
