Why Gen Z and millennials are ditching management roles: the rise of 'conscious unbossing'

We spend a huge part of our lives at work, which is already a little depressing when you think about it.

Right now, stress is sky-high, workplace bullying still happens in too many offices, salaries aren’t keeping up with the cost of living, and yet the pressure to “perform” never lets up.

And just when you think it couldn’t get more complicated, a quiet workplace revolution is bubbling up, one that might just change how we work and protect our wellbeing in the long run.

The new generation of workers, particularly Gen Z, is challenging the old "command-and-control" approach - where decisions flow from the top and employees follow orders - but leadership isn't something they're eager to chase.

This conscious choice not to climb the ladder is what experts are calling Conscious Unbossing.

What is conscious unbossing?

In simple terms, it’s a new wave of young professionals choosing freedom and flexibility over fancy job titles and corner offices. It’s not about being lazy; it’s about questioning if the personal cost of leadership is worth it anymore.

According to the Global Leadership Forecast 2025 by DDI, a respected leadership consultancy, 80% of HR professionals admit they don’t trust their pipeline of future leaders. CEOs are so worried that they list it in their top four business risks.

According to Robert Walters' research, more than half of Gen Z employees 52% are disinterested in middle management roles, with 16% refusing to accept positions requiring direct line reporting.

This hesitation is caused by a number of crucial factors, including perceived stagnant earnings and an alarming stress-to-reward ratio. Approximately 69% of Generation Z workers agree that middle management is "too high stress, low reward."

Why Gen Z is saying “no thanks” to management

It isn’t that this new generation lacks ambition. Instead, it’s a values-driven decision built around three main reasons:

• They crave freedom and flexibility: Remote and hybrid work models gave young professionals a taste of autonomy. Many started their careers without ever working 9-to-5 in an office. Now, being forced back into rigid corporate structures feels unnecessary. As long as the work gets done, why should it matter where or how?
• They want better work-life balance: Leadership stress is real. The report claims 71% of managers feel more stressed now than when they started, and just 30% believe they have enough time to do their jobs properly. Gen Z sees these struggles and thinks: “Why sign up for that?”
• They see less investment in 'growth: When companies cut training budgets and still expect loyalty, it sends a message: employees aren’t a priority. As Forbes found, 52% of Gen Z professionals are deliberately avoiding management positions, and 69% view middle management as high-stress with minimal reward. Why emotionally invest in a system that doesn’t invest back?

Does this mean middle managers are doomed? Not quite. As leadership expert Jon Bisset told "Forbes": “Middle managers still play a crucial role, especially in large organisations, where coordination and oversight are essential.”

In fact, 89% of employers still see middle management as critical. But what’s changing is how these roles look:

• Flatter structures instead of rigid hierarchies.
• Focus on collaboration and expertise rather than just authority.
• Emphasis on skills development over title-chasing.

Gen Z isn’t anti-growth – they’re pro-growth on their own terms. Research shows 72% of Gen Z prefer to advance by deepening their expertise, not by managing people.

However, this trend of 'conscious unbossing' comes with various challenges. One of them is balancing freedom with accountability, as some teams may struggle with self-management.

Here are a few more of them:

• Productivity issues: Some team members may find it difficult to take the initiative without clear direction, and not all team members are equally skilled at managing their freedom. Productivity may suffer in the absence of clearly defined expectations and responsibilities, particularly for those used to more rigid management approaches.
• Lack of clear direction: Teams may experience a lack of clarity regarding duties and expectations in a less organised setting, which could result in inefficiency or a misalignment of objectives. Maintaining clarity and focus while embracing flexibility can be difficult.
• Resistance to letting go of control: Managers used to traditional control may find it challenging to move into a job that involves facilitation. It takes a big mental adjustment and a readiness to trust workers with more responsibility and give up hierarchical power.

Why this shift matters for mental well-being

Work stress is a known risk for anxiety, depression and even physical illness. The World Health Organisation lists workplace stress among the top global health threats.

So in some ways, Gen Z’s conscious unbossing isn’t laziness – it might be a protective strategy.