Young professionals, particularly Gen-Zers, are increasingly disillusioned with mid-management roles, a trend that has been termed “conscious unbossing”. Many in this age group are choosing to turn down or avoid progressing to mid-management positions altogether. Research from UK-based talent specialist Robert Walters found that 52% of young professionals believe mid-management roles are not worth it. This sentiment was even higher in other countries, with 77% in France, 42% in Belgium, and 30% in Switzerland expressing similar views. The downsides of mid-management roles for Gen-Zers include high stress, low rewards, limited decision-making power, and limited personal growth.
Many young professionals are less interested in climbing the corporate ladder, as they see mid-management as a role that comes with long hours, more responsibilities, and minimal salary growth. A survey by Capterra found that 71% of middle managers feel overwhelmed, stressed, and burnt out. While some Gen-Zers have accepted the idea of taking on mid-management roles at some point in their careers, a significant portion remain adamant about steering clear of these positions altogether. This reluctance to engage with middle management roles could potentially create challenges for employers in the future, as multiple layers of management can contribute to a divide between employees who are seen as doers and those in delegating roles.
Recent data on layoffs has shown a trend of companies eliminating mid-management layers, with notable examples including Google, Amazon, and Meta. The rate of dismissals in higher roles has increased, while layoff rates of more junior positions have decreased in comparison. Some companies, such as Meta, have voiced a desire to move away from a management structure that consists of multiple layers of managers overseeing other managers. Despite this trend, 89% of employers still believe mid-managers play a crucial role in their organizations.
While only 14% of Gen Z professionals believe the traditional hierarchical structure is still relevant, employers are recognizing the importance of mid-level management roles. To attract and retain talent, employers may need to innovate their strategies to make mid-management roles more appealing. This could involve providing more autonomy, conducting regular workload assessments, and offering clear upskilling opportunities. Embracing an “unbossed culture” could be key in transforming the perception of mid-management roles from unnecessary layers of management to facilitators who empower their teams to take initiative.
