New research from talent solutions firm Robert Walters reveals a growing disillusion with mid-level management roles among younger professionals in the UK, with more than half of Gen-Z professionals saying that they don’t want to take on a middle management role in their career.
The survey found that almost three-quarters (72%) of Gen-Z would actually opt for an individual route to advance their career – one which focuses on personal growth and skills accumulation over taking on a management role (28%).
Seven out of 10 of those surveyed (69%) said that middle management roles are too high stress with low rewards. Other factors mentioned were limited decision-making power (18%) & reduced personal growth (11%). Nevertheless, over a third (36%) expect they will have to accept such a role at some point in their career, despite not wanting to. A further 16% are adamant they’ll avoid middle management altogether.
“Gen-Z are known for their entrepreneurial mindset, preferring to bring their ‘whole self’ to projects and spend time cultivating their own brand and approach, rather than spending time managing others,” said Robert Walters’ Lucy Bisset. “However, this reluctance to take on middle management roles could spell trouble for employers later down the line.”
The survey also revealed stark generational differences, with almost two-thirds (63%) of those surveyed agreeing that older generations value middle management roles considerably more than their younger colleagues. Only 14% of Gen-Z professionals think a traditional hierarchical organizational structure is still fit-for-purpose, with a third (30%) preferring a flat, team-based structure if given the choice.
“More senior professionals have usually committed years to one company, working their way through more traditional levels of management and as such have developed a greater respect for mid-level managers, ” Lucy Bisset added. “Younger professionals, having entered the workforce in a largely remote or hybrid capacity with a huge focus on digital capabilities are less inclined towards complete company loyalty.”
But despite this reluctance to take on middle management roles, nine out of 10 of those surveyed (89%) still agreed that middle managers play a crucial role in their organisation. According to Lucy Bisset, this highlights the fact that employers need to make these roles more attractive.
“Embracing an ‘unbossed culture’ could be key in transforming the role from just being seen as an ‘unnecessary layer’ of management to a ‘facilitator’ who empowers their teams to take their own initiative. Employers should prioritise middle management now to avoid significant talent gaps in the near future,” she concluded.