For decades, middle management has been seen as a natural career step – a reward for experience and hard work. But Gen Z isn’t buying into that narrative.
Gen Zers’ reluctance to embrace middle management, said Elman Mustafa El Bakri, who serves on the Universiti Malaya Industrial Advisory Panel for the Department of Biomedical Engineering, is an opportunity for businesses to evolve.
Instead of viewing this as a workplace crisis, industries should welcome the change in expectations and behaviour, said Elman Mustafa, who is also the chief executive officer and founder of HESA Healthcare Recruitment Agency.
“There is an urgent need for companies to relook their organisational structures and roles.
“By acknowledging and adapting to the changing expectations of this generation’s talents, companies can build more agile, engaged and forward-thinking leadership structures.
Syed Hussain“The traditional career ladder may no longer be the only path to success, but with the right adjustments, organisations can create a new model of leadership (see infographic) that works for everyone,” he said.
Citing a recent Financial Times article, Elman Mustafa said Gen Zers are increasingly turning away from middle management roles, a trend commonly referred to as “conscious unbossing”.
Unlike previous generations who climbed the corporate ladder without question, many young professionals today are consciously opting out of middle management roles, he said.
It’s not a case of laziness or entitlement, as some might claim, he stressed.
Rather, it’s a calculated decision driven by different workplace priorities, shifting expectations, and a deeper understanding of work-life balance.
Employers who fail to recognise and adapt to this shift, he said, may struggle to retain young talent and build a sustainable leadership pipeline.
“One of the main reasons Gen Z is hesitant to step into middle management is the increasing pressure and diminishing rewards that come with these roles.
“Traditionally, middle managers were the backbone of organisations, responsible for translating executive decisions into actionable plans.
“But today, they’re often caught between leadership’s demands and employees’ needs, expected to do more with fewer resources,” he said.
With job responsibilities expanding beyond reasonable limits – without a proportional increase in pay, autonomy or job security – it’s no surprise that young professionals are reluctant to step into these positions. They see middle management as a stress trap rather than a stepping stone to success, he added.
Skills over status
Elman MustafaAnother factor, said Elman Mustafa, is the generational shift in how work is valued. Gen Z prioritises meaningful work, personal growth, and flexibility over rigid career paths.
“Many don’t see middle management as adding value in the way they want to contribute.
“They prefer roles where they can innovate, collaborate and make an impact – without being bogged down by excessive administrative tasks or bureaucratic inefficiencies.
“For them, leadership isn’t about titles or hierarchy but about influence and contribution.
“They’re more drawn to project-based leadership, cross-functional teamwork, and roles that allow them to lead initiatives without being confined to traditional managerial structures.
“The rise of digital communication and remote work has further reduced the need for traditional middle management structures,” he said, adding that Gen Z is comfortable navigating flat hierarchies, leveraging technology to collaborate directly with senior leaders and peers.
In a world where Slack, Zoom and other digital tools enable seamless communication, the old model of management – where information trickles down through layers of authority – feels outdated, he said.
Younger employees don’t need a manager to act as a go-between; they want direct access to decision-makers and the ability to contribute ideas without unnecessary red tape.
Taylor’s University Career Services head Raja Edriana Baizura believes that universities and employers need to work more closely together to bridge the gap between student aspirations and industry expectations.
“Gen Z isn’t just looking for a job – they want meaningful work, transparency, and opportunities to learn and grow.
“It’s no longer just about climbing the corporate ladder; it’s about skill-building, adaptability, and purpose-driven careers,” she said.
Companies that embrace this shift, she added, will not only attract Gen Z talent but also retain and develop future leaders.
Organisations, she said, should redefine career progression by offering clear development pathways, continuous feedback, and structured mentorship programmes.
These strategies, she said, create supportive environments that encourage risk-taking and innovation while setting realistic expectations.
“Gen Z thrives in workplaces where they feel connected, valued, and part of a community.
“This balanced approach builds confidence, fosters skill development and prevents burnout, ensuring young professionals grow into capable and engaged leaders,” she said, adding that embracing flexibility is key to managing Gen Z talent.
Providing options like remote work or flexible hours significantly enhances both job satisfaction and productivity, she said.
And supporting their development ensures they feel valued and motivated to stay long-term.
Roles reimagined
While the idea of “conscious unbossing” might imply that middle management is becoming obsolete, Raja Edriana said these roles are not vanishing – they are simply transforming.
Organisations, she pointed out, are evolving towards agile, collaborative structures that prioritise autonomy, innovation, and cross-functional teamwork.
“Gen Z thrives in collaborative environments where trust, transparency and inclusivity are valued.
“They expect leaders who empower rather than micromanage, and make traditional middle management roles more fluid and adaptive,” she said.
On a broader perspective, Malaysian Employers Federation (MEF) president Datuk Dr Syed Hussain Syed Husman highlighted how aligning Gen Z work expectations with traditional career paths favoured by older workers can be a challenge, as middle management evolves.
The key to managing this, he said, is to strike the right balance between the needs of both groups.
“Gen Z values flexibility, work-life balance, purpose driven roles, and rapid career growth through skills rather than length of service, while senior workers are used to job security, clear hierarchical progression, and traditional leadership structures.
“For Gen Z, companies should offer skill-based growth opportunities such as leading projects, earning certifications, and role-switching based on expertise,” he said, adding that older workers, on the other hand, should have access to structured promotions and seniority-based leadership roles to maintain stability.
Rather than viewing the reluctance of young workers to take on middle management roles as a setback, bosses should embrace it as an opportunity to reimagine and modernise leadership pathways.
“Middle management has traditionally served as a vital stepping stone to senior leadership, and by evolving these roles, companies can create a more dynamic and appealing leadership pipeline for the future,” he offered.
Tomorrow’s workforce
Raja EdrianaTo adapt to these changes, Syed Hussain suggested that companies experiment with leadership models that give employees more autonomy while ensuring that essential management functions are still performed effectively.
“Instead of a multi-layered system, organisations should allow employees to work more autonomously, collaborate across functions, and have a direct impact on business outcomes.
“With these changing structures, employees would feel a sense of ownership and responsibility without the bureaucratic pressures of middle management,” he said, adding that employers must focus on both hard and soft skills that enable leadership beyond traditional management roles.
“Mentorship programmes and lateral learning opportunities can help prepare young workers for future leadership challenges.
“To better align with these shifts, performance management systems should highlight individual strengths and aspirations, ensuring employees can shape their careers in ways that align with their interests rather than being funneled into unwanted roles,” he said.
Malaysian companies, he suggested, can also take a cue from global businesses that have moved away from rigid hierarchies by investing in digital tools and embracing agile work models.
“By fostering tech-enabled, outcome-driven environments, local firms can enhance productivity, retain talent, and remain competitive in an ever-evolving global economy.
“Technology has fundamentally reshaped leadership and management structures, enabling greater connectivity, data-driven decision-making, and flexibility.
“Tools like Microsoft Teams and Zoom enable real-time communication across geographies, promoting inclusivity and transparency. Advanced analytics, artificial intelligence, and machine learning provide leaders with actionable insights, allowing them to optimise operations more effectively,” he said.
Remote work has also changed leadership dynamics, shifting the focus from micromanagement to outcome-based performance, he explained.
Looking ahead, the future of leadership will likely be defined by adaptability, collaboration and continuous learning.
“Organisations that proactively reshape their structures and embrace new career growth models will not only retain top talent but also thrive in an evolving workforce landscape,” he said.
Lead, guide or vibe?
I would very much prefer for someone else to take the lead. I just like being guided by a good leader instead of taking charge because there should be a balance between acting as a mentor and a manager. One of my favourite shows The Office captures this idea well. One of the characters, Ryan, once said, ‘I want guidance and leadership, but don’t just boss me around — lead me.’ I think this resonates a lot with many fresh graduates nowadays. To me, a good manager isn’t just someone who gives orders; they guide you towards a common goal while still maintaining enough authority to keep things on track. Not spoonfeeding, but mentoring with enough structure that makes you feel secure and respected. Gen Zers, like myself, don’t like being bossed around but we also don’t want to feel lost. It’s not that we are completely against the idea of being managers; we just want more flexibility.
Junior content editor Karen Tay Swee Ping, 25
I like working one-on-one with clients, understanding their financial goals, and building long-term trust. Taking the lead in a managerial sense would mean less time doing that, and more time in internal meetings or navigating team conflicts, which isn’t what I enjoy. In banking, where structure, risk management, and compliance are crucial, I prefer clear boundaries and guidance from experienced leaders. I believe in excelling within my strengths and contributing meaningfully without needing a leadership title to validate my impact. Not everyone wants to, or should lead, just because they perform well in their current roles.
Bank relationship manager Subanan Gajendran, 25
I’d probably just vibe. Not because I lack ambition, but because I thrive in a creative setting. Leadership often comes with a lot of people management, which can block the creative energy I need to do my best work. I’d rather focus on developing campaigns than overseeing a team and being bogged down by KPIs and performance reviews. I support a mentorship-style leadership but it still requires someone to step up and take the lead. I just don’t think everyone wants that responsibility, especially in fast-moving industries. For me, the best leaders are those who create space for employees to shine, not push them into roles they don’t want.
Marketing executive Aiman Fuzaimi, 25
