Why do some young graduates thrive from day one at work while others struggle to settle in? The answer often comes down to one key figure in the office: their manager.
We analysed nearly 2,000 responses from recent graduates of business and engineering schools, all with fewer than six years of experience. Between the data and candid testimonials, a clear picture emerges of what young professionals expect in a 'good boss'.
Helpful and inspiring, not controlling
The first finding: the new generation places transparency and honesty at the very top of their expectations regarding their superiors. Clear goals matter: "A manager must have a clear vision, be able to explain expectations to the team, create a good work dynamic, and ensure good team communication, " said one respondent.
An efficient manager provides their team with a clear understanding of the big picture. They must be a good facilitator who provides direction and inspires commitment to projects and goals. Their authority comes not from their title but from leading by example, backed by both technical expertise and human skills.
Interestingly, 40% of respondents said it's very important for a manager to be inspiring - a figure that jumps to 50% among business school graduates, compared with 34% for engineering grads. As one graduate summed it up: "They must have worked in my position, possess solid technical expertise, and demonstrate good communication on projects and tasks, while caring for the well-being of their team. "
Micromanagement: the biggest turn-off
If there's one thing young professionals fear, it's micromanagement. They crave autonomy and trust, seeing overbearing management as a major engagement killer. They prefer management practices that foster a caring, empowering environment, where trust is the foundation. This is a double challenge for managers, who must both delegate confidently and provide reassurance.
"My ideal manager trusts me, doesn't micromanage, and lets me work independently while providing structure," said one respondent.
This desire for trust seems to be largely met - nine out of 10 respondents said they feel trusted, and nearly 8 out of 10 report good transparency. Recognition is another key expectation, especially among business school graduates (54% vs. 45% of engineers).
Today's young professionals want to make a meaningful impact, both at work and in the world. They look to their managers to give purpose to their tasks and to acknowledge their contributions and wins.
"They should be honest about successes and failures, and give meaning to what we do, " one participant shared.
A manager who listens
Listening is the most cited quality in an ideal manager. Four out of ten testimonials emphasize the importance of being heard – especially when it comes to workload management and protecting employees from excessive pressure and stress. Nearly half of respondents (49.4%) value this protective attitude in a manager.
Young professionals also want to work with a manager who is attentive to their career aspirations and their desire for professional growth. With the job market evolving quickly, many hope their manager will act as a mentor, helping them map out career opportunities and progress in both responsibilities and pay.
Whether to evaluate their performance or to advance professionally, today's young professionals rely heavily on feedback from their managers. A third of them consider it a very important role of their superior (86% when combining 'important' and 'very important'). One respondent explains: "The manager must take the time to review the work and give advice for improvement. "
And yet, 43% of respondents said they don't receive feedback regularly (36% of business school graduates vs. 47% of engineering graduates). Nearly half (47%) do not receive support from their team leaders to improve their employability, whether through skills sharing or networking.
Both guide, mentor, and protector
Today's young professionals paint a clear picture of their ideal manager: An accessible leader who listens, inspires trust, gives meaning to work, and motivates their team.
The era of the distant, authoritarian boss is over. These graduates want leaders who combine ambition with empathy - managers who set clear goals, recognize effort, and support professional development. For a generation seeking purpose and impact, the best managers are guides, mentors, and protectors, creating environments where people feel both challenged and cared for.
While many young employees report that their current relationships with managers are positive, there's still room for improvement, particularly in areas such as feedback and career support. One thing is clear: effective management is a powerful tool for engaging and retaining talent.
Portrait of an ideal manager
"Someone who trusts me and gives me autonomy. Someone who knows my strengths and weaknesses, helps me grow, and values feedback. Someone who leads by example, creates a culture of kindness and ambition, and defends their team. Someone who listens and shows up when needed. "
