In this article, we will explore the idea of “Conscious Unbossing,” where a growing number of Gen Z workers are opting for a healthier work-life balance rather than pursuing traditional leadership roles. While some believe this is a deliberate rejection of management, some experts suggest the reality is more complex.
Gen Z and the Shift Away from Management Roles
Recent findings by consulting firm DDI reveal that Gen Z is 1.7 times more likely than previous generations to avoid leadership positions to prioritise their mental wellbeing.
This trend, often referred to as “Conscious Unbossing,” aligns with observations from David Kochanek, Head of Thought Leadership Strategy and Personal Branding at ThoughtLeadership.com. However, Kochanek doesn’t see this as a rejection of responsibility, but rather a shift in how younger generations define meaningful work, especially in high-pressure industries like tech.
“Gen Z is rejecting the type of leadership that often leads to burnout, blurred boundaries, and outdated expectations. They have watched their predecessors sacrifice their health and work-life balance for titles that did not necessarily bring fulfillment,” says Kochanek.
He believes considerations of mental health play a significant role in this shift. Research from King’s College London and the Orygen Institute in Australia supports the notion that young people’s mental health is more vulnerable now than in previous years, though the causes remain debated.
The Bigger Picture: Economic Uncertainty and Changing Expectations
Kochanek points out that the environment Gen Z has grown up in is markedly different. With greater economic instability, more visibility of undesirable work cultures, and easier access to alternative career paths, young workers display a very different perspective on leadership. They are not just interested in climbing the corporate ladder. They seek alignment with their values, purpose and flexibility.
“Gen Z wants more control over their time and impact, without the burdens of administrative duties or managing a team,” Kochanek explains.
This sentiment is reflected in a study by SignalFire, which echoes DDI’s findings that fewer Gen Z employees are stepping into management roles compared to previous generations. While about 7% of Gen X moved into management four years into their careers, only 2.8% of Gen Z are following the same path today.
Mental Health, Social Media, and the Pandemic Effect
Heather Doshay, People and Talent Partner at SignalFire, agrees that mental health plays a role but suggests the issue is much more complex. “Gen Z has grown up in a world shaped by social media and the perfection it projects. The rise of the pandemic, political instability, and job displacement due to AI and layoffs have compounded these pressures. It’s a perfect storm for this generation.”
However, Doshay is cautious about the term “Conscious Unbossing,” believing it oversimplifies the situation. She explains that many Gen Z workers are not choosing to bypass leadership: they simply don’t have the opportunity because of the economic climate.
“Framing this as ‘Conscious Unbossing’ misses the nuance,” Doshay states. “The opportunity to move into management is often out of reach. The workforce is shrinking, and companies are focusing more on hiring mid-to-senior talent.”
Delayed Retirement and the Leadership Pipeline
While Gen Z currently represents around 14–15 % of the UK workforce, this is projected to rise to roughly 27 % by 2025 and potentially reach 70 % by 2030. Yet, Doshay points out that many Gen X and Millennial workers are staying in their roles longer due to financial pressures and this affects the leadership pipeline. “We might see a Millennial managing a Gen Z employee in the future, while many Gen Z workers could bypass traditional leadership paths altogether,” she says.
The Shift Toward Non-Linear Careers
Despite the challenges, Nirit Peled-Muntz, Chief People Officer at HiBob, believes Gen Z is as ambitious as any previous generation. While some are interested in management roles, many are opting for alternative routes, such as freelancing, creative projects and entrepreneurship. These non-linear careers offer the opportunity for influence and impact without the traditional leadership structure.
“Younger workers today are more comfortable with non-linear careers, understanding the need to stay relevant and healthy while pursuing meaningful work,” says Peled-Muntz.
A Measured Approach to Entrepreneurship
Interestingly, some members of Gen Z are still pursuing entrepreneurship, but in a more measured and values-driven way. Kochanek observes that fewer Gen Z workers are starting companies than in previous generations, but those who do often opt for collaborative, low-risk ventures like side projects or businesses with decentralised structures.
“This shift might slow the volume of flashy unicorn startups, but it could also lead to more sustainable and purpose-led innovations,” Kochanek suggests.
Dorsay, on the other hand, is not so sure the number of young people building start-ups is in real decline:
“Many are founding companies, recruiting their peers, and working 60+ hour weeks as founders and CEOs. Many of them are also more invigorated by in-office culture than older colleagues, who now prefer hybrid or remote models. They’re energised to get out there and make connections around something meaningful and, for many, it’s about work. It’s not the large majority of founding companies, but I see it every day in my role.
The average age of a founder has gone up over the last 15 years, but that does not mean young people are not building companies. It just means founding them is no longer exclusive to the young.”
Conclusion: Rethinking Career Paths
While the concept of “Conscious Unbossing” captures attention, it does not fully explain Gen Z’s changing relationship with leadership. Many are rejecting traditional management roles in favour of more flexible, purpose-driven careers. Whether through freelancing, entrepreneurship or non-linear career paths, this generation is redefining success on its own terms.