*By Roberto Nascimento
Recently, some research revealed that professionals from Generation Z, young people aged 15 to 29, had no desire to be bosses, a metric of success sought by previous generations and, therefore, caused so much astonishment on social media. This trend, which became known as “quiet ambition”, is justified by a lack of preparation, interest or confidence.
But there is also another piece of data that reflects this decision: according to the study “Self-Disruptive Leader: What, Why, How”, by global organizational management consultancy Korn Ferry, 67% of respondents believe that today’s leaders are not prepared for the future, that is, they do not develop new talent skills for when the opportunity to lead arises.
And what’s more: many people don’t want to break with the type of leadership we have today, which is still traditional and rigid and, in many cases, goes too far when it comes to mental health, workload, pressure and stress, even if unconsciously. These are points that are debatable for Generation Z. They prioritize mental health and well-being, and they don’t think twice about turning down a position that isn’t aligned with their values – and this isn’t me saying this, but the data is.
A study by Deloitte, which interviewed 500 Brazilians born between 1995 and 2004, shows that 31% of participants have already rejected some type of job because they believe that the company does not support their ethical principles and beliefs. In addition, they are more flexible and connected to diversity and inclusion issues, a profile that I believe is interesting when it comes to engaging and leading people.
As someone who has led different generations that have entered the market, I have always believed in multiple ways of leading. After all, the management model should not be unique, because it is not viable. The same old thing is not capable of bringing profitable and impactful results in the long term, so it is necessary to innovate. And to innovate, it is necessary to transform, to think outside the box. The fact is not that GEN Z professionals do not want to lead; they do, but with different perspectives.
The research “GenZ Beyond Labels”, published this year, has already told this story. The majority (64%) of young people from Generation Z plan to secure leadership positions and 71% intend to lead teams inspired by the figure of a boss who is more “friendly, who talks about topics that are not restricted to work”, such as mental health, previously banned in the corporate world.
After all, they have grown up in a connected world where information is abundant and change is rapid. They see leadership not just as a job title, but as an opportunity to make a real impact. For them, success is measured by the ability to turn ideas into concrete actions and the ability to influence positive change.
And what’s the secret to getting leaders from the old and new generations to be in harmony? Dialogue. A mature leader who is open to listening to the ideas and perspectives of Generation Z can not only inspire them, but also learn from them. And, conversely, when young leaders learn to appreciate the experience and wisdom of their mentors, they gain a solid foundation for their ambitions.
The combination of energy and experience can be powerful. Gen Z brings innovation, agility and a new way of thinking. Mature leaders offer stability, long-term vision and the ability to see beyond the immediate. Together, they can create a dynamic work environment where ideas flow and decisions are made with confidence and clarity.
Ultimately, leadership is not about age, but about attitude and perspective. When different generations come together, the result can be the best of both worlds: the boldness of the new and the wisdom of the experienced.
* This text does not necessarily reflect the opinion of the vehicle
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