By 2025, Gen Z will make up 10% of all managers, but they must embrace a new Leadership style centered on Empathy and Well-being!
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? The kids have grown up! By 2025, the oldest Gen Z members will be 28, boasting nearly a decade of work experience.
?? Current trends indicate that one in ten managers will be from Gen Z by 2025.
?? Over the past five years, management and leadership styles have evolved, and the rise of Gen Z managers is expected to bring further changes.
?? As Gen Z steps into management roles, it’s crucial to consider how their leadership style will align with or differ from previous generations.
Managers should pay attention to workers’ requests for mental health care coverage and remote work options, according to a new interesting research published by Glassdoor using data ?? based on an analysis of Current Population Survey data accessed via IPUMS CPS, University of Minnesota.
?Generation Z to Represent 10% of Managers by 2025
Researchers have observed that Gen Z currently constitutes nearly 20% of the workforce. As this generation ages, they are rapidly moving into management roles. If current trends continue, Gen Z will account for one in ten managers by 2025.
?Generation Z Poised to Join the Ranks of Management Alongside Older Peers
Researchers observed that Gen Z is on track to follow their older peers into the ranks of management. When comparing against previous generations when they were at the same age, Gen Z behaves very similarly to past generations.
For example, 14% of Gen Z workers age 27 are managers, essentially the same percentage as Millennial (13%), Gen X (14%) and Baby Boomer (12%) workers when they were age 27.
This is a useful reminder that generational differences are often overstated. The youngest members of the workforce often behave differently because of their age not because of their generation (for example, younger workers are likely to switch jobs as they are not settled into their careers, not because of changes in generational attitudes toward loyalty).
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?Empathetic Leadership: A Must for New Managers
When researchers look at Glassdoor reviews that discuss leadership or management, a few themes emerge.
?? Terms like well-being and empathy are increasingly mentioned, with 222% and 76% increases in mentions, respectively, from 2019 to 2024, as employees look for leaders that are able to empathize with their needs. Similarly, mentions of boundaries (+99%) and burnout (+126%) have surged as workers feel overwhelmed. In turbulent times, employees also expect their leaders to help provide clarity (+52%) and address uncertainty (+45%). Lastly, equity (+41%) and inclusion (+76%) are increasingly important topics, especially for younger workers.
?? ???? ???????????????? ????????: This insightful research on Gen Z has uncovered intriguing patterns regarding their access to management positions. Often perceived as challenging to manage by older generations, Gen Z is now reaching the age where they are stepping into managerial roles and facing the current challenges of office work (RTO, Hybrid work,...). The pressing question now is how to effectively train this new generation of managers to upskill their workforce and drive business results.
??Thank you Glassdoor researchers team for sharing these insightful findings:
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2 个月Children are the perhaps the best example for learning. Children follow what they see (not what is told), and as most humans often the negative/selfish things more and quickly. It would be critical, that these new GenZ managers not just read leadership in policies/books, but to actually see the good leaders in practice as role models and as their managers. As a more urgent action, don't we need to either train or replace the existing poor leaders with good ones, ensuring good leadership style is happening in practice, not just on paper?
Head HR&IR, HR Transformation, PMS, Grievance Mgmt, Talent Management, Talent Acquisition, Succession Planning, Counselling Generations, HR policy formulation, Expert in Compensation & Benefits, L&D, HR startup Advisor
2 个月Thanks for sharing such an excellent information on Gen z, we can clearly witness the gaps in becoming the real leaders with the lack of competencies on empathy and well-being. I would like to highlight that these competencies will be developed over a period of time with more experience than gen Z which is more promising with Y and X gen. The gen Z require a special care in training these areas...
Learning and Development | Academician| Associate Professor( OB and HR)!l IIM-K HR Analytics
3 个月Insightful tips The Gen Z advocates sustainable productivity and don't much believe on the traditional approach of "work hard no matter the cost" and so their leadership style is a natural response to the changing paradigms of workplaces particularly after the COVID era.From the perspective of gen X or Y Gen z's focus on empathy and wellbeing' might be looked upon as too idealistic or overly sensitive. A word of caution still exists that a too overly empathetic style of leadership could lead to difficulties in taking tough decisions according to the situations!!
Principal at The RBL Group bringing evidence-based methodologies to build leadership capability and strategic HR
3 个月Such great data and insightful findings, as always Nicolas BEHBAHANI. Interestingly, the word empathy was what started Leslie Kawai, Dave Ulrich and I down the path that led to the Leadership Code 4.0 research. As we worked with clients feeling a sense of urgency post-COVID to refresh their leadership competency models to reflect some of the "timely" changes that Dave talks about, the word empathy kept coming up. Also interesting was the fact that when we dug into the data well-being and empathy were certainly themes that mattered more in today's world, but they were equally balanced by the ability to get things done, chart a path towards a future that was compelling and believable, and help employees achieve their personal development and career goals through the organization. In other words, empathy and well-being matter but part of well-being is being on a winning team and knowing that you can grow there.
Chief People Officer at 99x
3 个月This is very insightful Nicolas BEHBAHANI.Thanks heaps for sharing this.This helps us to understand the opportunities as well as the challenges to encounter in the future.We may lose the old wine, but new wine will take its place. :)