Gen Z in Leadership – Asrar Qureshi’s Blog Post #1130

Gen Z in Leadership – Asrar Qureshi’s Blog Post #1130

Dear Colleagues! This is Asrar Qureshi’s Blog Post #1130 for Pharma Veterans. Pharma Veterans Blogs are published by Asrar Qureshi on its dedicated site https://pharmaveterans.com. Please email to pharmaveterans2017@gmail.com  for publishing your contributions here.

Credit: Mikhail Nilov

Credit: Pavel Danilyuk

Preamble

It is July. Time in Pakistan for promotions in pharma industry. Every day I see beaming faces announcing their upgrading to various senior positions, such as general manager, business unit head, business manager, group product manager, and the list ends. We can understand that an even larger number would have been promoted as district managers but those announcement are not seen. I am curious why. Is it so that they are not really happy with promotion? Is it so that the role does not appeal to them? 

Even otherwise, talk to any Genzer and she/he will most likely say they would like to do something of their own.

The situation is that traditional corporate climb, from junior officer to middle management and beyond, is no longer the preferred route for many Gen Z professionals. According to a British recruitment firm survey, 72% of Gen Z prefer an individual contributor trajectory over people management, and more than half shy away from middle-management roles, viewing them as stressful and poorly rewarded.

So, should we panic about a leadership vacuum looming over the near future? Or is this a wake-up call for organizations to adapt? Here’s how employers can redefine leadership opportunities, build a culture of inclusion, and empower Gen Z to lead, on their terms.

The Growing Aversion to Traditional Leadership Tracks

Beyond the Rat Race

Post‑COVID, Gen Z have redefined success. The pandemic created a generation-wide rethink about what matters. Many rank mental health and work-life balance ahead of fancy titles. Portfolio careers are on the rise. Instead of a single path, many Gen Z now pursue flexible, multi-role careers, driven by autonomy, creativity, and adaptability.

Middle management is losing its appeal. Overwhelming bureaucracy, long hours, and limited personal reward turn off younger workers.

Broken Implicit Contract

In previous generations, it was simple: Loyalty to the company earned you stability and promotion. That deal is no longer viable. Job security has weakened, and Gen Z knows it. With no guarantee of payback for their loyalty, many choose career freedom over traditional track.

Why Gen Z Talent Still Matters

This isn’t about avoiding leadership, it’s about reimagining what leadership entails. Gen Z brings invaluable strengths:

• Digital fluency and tech innovation

• A drive for purpose and social impact

• Strong emotional intelligence

• Appetite for transparent, ethical, inclusive work

To harness that potential, organizations must retool leadership in ways that respect Gen Z’s values and motivations.

Building a Leadership Path Gen Z Seeks

Redefine Leadership Roles

Gen Z doesn’t equate leadership with hierarchy. Many prefer fluid roles where influence, not title, defines their impact. Consider for example:

• Project-based leadership roles: Leading a strategic initiative or cross-functional team, but without permanent people management.

• Decentralized leadership models: Empowering individuals to lead from any level—as subject‑matter experts, mentors, or innovation champions.

• "Micro-leadership" opportunities: Short-term roles (e.g., sprint leader, mentor, initiative heads) that build confidence without overwhelming responsibility.

Invest in Holistic Manager Training

Success in leadership isn’t about tenure—it’s about mindset. Promote inclusive leadership behaviors such as openness, humility, and vulnerability. Train leaders to promote psychological safety, a culture where it’s safe to speak up without fear of reprisal.

Research shows that psychologically safe teams outperform others—and Gen Z thrives in that environment. Best practices include:

• Leaders openly admit when they don’t have all the answers.

• Team members are encouraged to ask questions, challenge assumptions, and share fresh insights without fear.

• Experimentation is tolerated—and carefully reviewed with a growth mindset

Essential Levers to Empower Gen Z Leaders

Transparent Feedback & Mentorship

Gen Z expects real-time, constructive feedback, not annual reviews. Organizations should establish regular feedback loops e.g., weekly check-ins, project debriefs etc. Pair emerging talent with senior mentors to guide reflection and growth is also an effective way of mentorship. Generic training falls flat. Instead, it is better to co-create individual development plans aligned with role and purpose, and offer targeted skill-building and stretch assignments relevant to career goals.

Flexibility & Well-Being

Gen Z values work-life integration, not burnout-inducing schedules. To support this, provide them flexible/hybrid schedules and autonomy over routines. It is highly recommended to embed wellness programs and mental-health days in leadership track design.

Leverage Digital Strengths

Digital natives, Gen Z leaders can drive innovation, therefore:

Assign them to lead digital-transformation initiatives

Equip teams with modern tech and collaboration tools

Anchor Leadership in Purpose & ESG

Gen Z expects alignment with values. Leaders should frame leadership assignments within sustainability, social purpose, or ESG goals. Consider recognition and reward impact, not just financial metrics.

Culture-Level Shifts for Long-Term Success

Promote Inclusive & Transparent Leadership Culture

• Identify and develop leaders based on values and potential, not just tenure

• Create mixed-generation teams and allow Gen Z voices at the table

• Isolate silos by promoting intergenerational mentorship

• Normalize 360° dialogue, where junior voices matter as much as senior ones

• Empower Gen Z leaders with freedom to lead initiatives, while ensuring clear metrics and ownership

• Encourage experimentation—and celebrate failure as part of learning

• Regularly survey Gen Z employees to gauge leadership satisfaction

• Use insights to evolve leadership programs and policies

Why This Matters Now

By 2030, Gen Z will account for 30% of the global workforce. If companies fail to rethink leadership paradigms, they risk:

Weakening succession pipelines

Losing talent to firms with flexible, purpose-led paths

Alienating a generation focused on inclusivity, digital innovation, and well-being

But get it right, and Gen Z can power the next wave of innovative, adaptive, purpose-driven organizations. Don’t force Gen Z into old models of leadership. Instead, create roles aligned to their values and styles. Support autonomy and structure through mentorship, feedback, and psychological safety. Pair flexibility and purpose—leadership should enhance both growth and well-being. Build culturally adaptive systems to develop intergenerational leadership capacity. Innovate grading metrics around impact, empathy, and inclusion, not just P&L.

Sum Up

Gen Z leaders won’t fit neatly into 20th-century leadership boxes. But with intentional design, adaptive culture, and an emphasis on purpose, collaboration, and well-being, organizations can not only attract and retain this emerging generation, they can thrive alongside them.

Concluded.

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For most blogs, I research from several sources which are open to public. Their links are mentioned under references. There is no intent to infringe upon anyone’s copyrights. If, any claim is lodged, it will be acknowledged and recognized duly.