What is ‘conscious unbossing’ and why are Gen Z professionals adopting this approach?

“There was a survey by the recruitment company Robert Walters. It was found that 52% of UK Gen Z professionals did not want to take on a middle-management position in their career,” the report added. 

Gurleen Baruah, organisational psychologist and executive coach at That Culture Thing says, “The rise of ‘conscious unbossing’ among Gen Z is a reflection of how this generation has come to view work differently than those before them. Shaped by shifting values, evolving priorities, and a desire for meaning beyond traditional job titles, Gen Z is rethinking what career progression and management roles truly mean. Unlike previous generations, who often saw middle management as a key milestone on the way to career success, today’s young professionals are more skeptical about the stress, expectations, and rewards tied to these roles.”

Why are Gen Z professionals rejecting middle management roles?

Apart from changing attitudes towards work, Baruah identifies other factors contributing to this shift:

Impact of the COVID-19 pandemic: The COVID-19 pandemic was a turning point that accelerated these changing attitudes. For many Gen Z professionals, entering the workforce during this time meant navigating a world of remote work, isolation, and uncertainty. It blurred the lines between work and life, causing a deep reflection on what truly matters.

Digital-native upbringing: Gen Z’s digital-native upbringing also plays a role in shaping their views. Growing up with technology has fostered an entrepreneurial spirit, a desire for autonomy, and an ability to connect and create independently.

Preference for flat organisational structures: Gen Z views flat, team-based environments as more conducive to collaboration, creativity, and a sense of shared ownership. They see the layers of middle management as potentially creating an ‘us vs them’ divide, which contrasts with their ideal of a workplace based on mutual respect and inclusivity.

This trend reflects a broader shift in workplace values, where autonomy, flexibility, and mental well-being are taking precedence over job titles and status. (Source: Freepik)

In what ways should companies respond to this shift in mindset?

The rise of conscious unbossing is likely to have significant impacts on workplace structures and career development. Baruah suggests:

Evolution of middle management: Middle managers should move away from overseeing and supervising to a more facilitative role, where their primary responsibility is enabling their teams to succeed. This means acting as coaches and mentors, providing guidance, and removing obstacles so teams can work effectively.

Alternative career paths: Companies should also create clear pathways for individual contributors to advance their careers without becoming people managers. This involves establishing dual career tracks: one for those who want to lead and manage others, and another for those who want to deepen their expertise in a specific area.

Focus on learning and development: To engage and retain younger professionals, companies need to prioritise continuous learning, skill development, and purpose-driven work. Gen Z is drawn to environments that support personal and professional growth and align work with meaningful outcomes.

What’s the long-term impact?

Baruah predicts that conscious unbossing will have lasting effects on career development and employee retention across industries:

Evolving career development models: Companies will shift from traditional management-focused growth to skill-based careers. Employees will be valued for their expertise and creativity, not just their ability to manage. While industries like tech may adapt faster, structured sectors like healthcare will eventually see specialized roles as equally important as leadership.

Retention through meaningful work and flexibility: Companies will retain talent by offering purposeful work, learning opportunities, and flexible growth paths. Employees will stay longer if they see value in their roles without the pressure to pursue management.

Team-based structures over hierarchies: Organisations will favour collaborative, hybrid team models over traditional hierarchies. This appeals to a generation that values teamwork and creativity, making companies more agile and innovative.

Balancing leadership and specialisation: While some will pursue leadership, companies should support leadership pathways and specialist roles for those who prefer to focus on their skills rather than managing people.