Gen Z professionals - people born between 1997 and 2012 - are rising into leadership roles faster than any generation before them, according to new researchfrom talent and training partner, mthree. But the research also reveals a growing “confidence-capability gap”, with the self-assurance of young managers outpacing the structured development needed to sustain effective performance.
The Gen Z Leadership Blueprint report was based on a nationwide survey of 1,000 business leaders across multiple generations in technology, banking, and the public sector. It found that the overwhelming majority (86%) of Gen Z managers felt ready when first given leadership responsibilities, with 43% “very ready”. By contrast, just a quarter (24%) of older generations said the same when they reached similar stages in their careers.
Confidence is strongest in fast-paced industries. In technology, almost two-thirds (65%) of Gen Z leaders described themselves as “very ready” to lead, compared with four out of 10 (40%) of their older peers. In banking and finance, the figure was 32% versus 23%, and in the public sector, 27% versus 19%.
Yet this self-belief isn’t always matched by experience. Fewer than two-thirds (64%) of Gen Z leaders have received structured leadership training, compared with three-quarters (76%) of Millennials, pointing towards a downward trend in how organisations prepare employees for management. Combined with the demands of hybrid working and widespread skills shortages, this lack of early leadership development could prove costly.
The consequences of this capability gap are already visible. Almost half of Gen Z managers (47%) struggle with decision-making, and a similar proportion (46%) have issues with conflict management, according to older colleagues surveyed.
With organisations like the Chartered Management Institute already estimating that poor management costs the UK economy £84 billion annually, the report warns that unless employers invest in development, these skill gaps could further limit productivity, weaken team cohesion, and fuel higher turnover.
“Gen Z are bringing real confidence and energy into the workplace,” said Imran Akhtar, head of academy at mthree. “They’re ready to take on responsibility, but confidence alone isn’t enough. Employers must pair ambition with structured development to unlock genuine leadership potential, because when people are equipped early, they grow faster and strengthen the whole organisation.”
