For generations, climbing the corporate ladder meant stepping into a middle management role—a stepping stone to higher leadership and career success. Middle management refers to a group of managers in an organisation who are positioned between the senior executives and the frontline employees.
But for many Gen Z professionals, this once-prized position is losing its appeal. A recent survey reveals that 52 percent of Gen Z workers (born between 1996 and 2010) don’t aspire to be middle managers, a role sandwiched between top-level bosses and team members.
Research from talent solutions firm Robert Walters has shown disillusion with middle management roles among younger UK professionals, with more than half of Generation Z professionals saying they do not want such a role. "I’ve observed the growing trend of Gen Z opting out of middle management roles." It’s becoming increasingly common, especially in industries that demand long hours and traditional hierarchical structures," says Purity Njoki a Human Resource manager in Nairobi.
Instead, Gen Z is prioritising individuality, personal growth, and skill-building. Nearly three-quarters (72 percent) of respondents said they prefer pursuing unique career paths rather than overseeing teams. Others highlighted the stress and limited rewards of the role—69 percent called it "too high stress and too low reward," while some pointed to the constraints of reduced decision-making power (18 percent) and fewer opportunities for personal growth (11 percent).
This shift signals a break from tradition, where ambition is no longer defined by the size of one’s team but by the scope of one’s impact. For Gen Z, the appeal lies in crafting their own paths, embracing work that feels meaningful, and rejecting titles that come with burdens they don’t believe in. With their eyes set on autonomy and purpose, they’re rewriting the rules of workplace success challenging traditional career trajectories.
Gen Z’s resistance to middle management can be traced back to their broader values and upbringing. Having grown up in the digital age, where information, opportunities, and connections are a click away, they’ve learned to value efficiency, innovation, and independence over rigid hierarchies. Many in this generation believe that leadership is not about rank but influence, and that making an impact doesn’t require managing others.
Another factor is the redefinition of work-life balance. Gen Z professionals are highly attuned to mental health and stress management. They are less likely to sacrifice personal well-being for a position that often comes with long hours, high pressure, and little recognition. Instead, they’re seeking roles that offer flexibility, creativity, and a sense of fulfillment.
Moreover, the pandemic underscored the importance of adaptability in the workplace, with many Gen Z workers embracing remote work and entrepreneurial ventures. This has further fueled their preference for roles that allow them to innovate and grow as individuals, rather than being tied to traditional management structures.
As workplaces evolve, the question remains: how will organisations adapt to harness the talents of a generation that’s opting out of conventional roles? For Gen Z, the future is about leading on their own terms.
Henry Mutenyo, 27, Self-employed Chef
Henry Mutenyo, 27, is a self employed Chef.
Photo credit: George D. Mwendwa| NMG
The world has changed. As a young person, I value freedom from micromanagement and rigid directives, especially when there’s no room to share ideas or suggestions. This is particularly frustrating when those giving orders are out of touch with current market trends. Many of us in this generation have diverse skills and enjoy juggling multiple interests, rather than being confined to 9 to 5 desk jobs doing repetitive tasks for minimal returns. This explains why so many young people prefer self-employment.
Overworking and underpayment are also huge deterrents. Putting in maximum effort only to be undervalued can be disheartening. Instead, building something of your own and investing time and resources in it feels far more rewarding. At least you’ll always recognise and appreciate your own worth.
As a chef, I find it especially important to receive direct credit or criticism for my work. Working in a restaurant often means someone else takes the recognition for your efforts, which can be incredibly discouraging. That’s why I decided to leave employment and start my own fast-food business.
Running my own venture has given me independence and allowed me to hone people’s skills. In traditional restaurant roles, being behind the scenes means limited interaction with customers, but owning my business has allowed me to develop better front-service skills. It’s been a fulfilling shift that not only aligns with my values but also challenges me to grow every day.
Achsah Talia, 24, BPO Executive
Achsah Talia, 24, is a BPO Executive
Photo credit: George D. Mwendwa| NMG
Fancy or not, there’s a ton of expectations that come with being the ears and eyes of upper management. Having to account for non-delivery is quite the tussle, and honestly, I don’t have the patience for that. One feels like they are walking on eggshells trying to prove their worth while juggling so many responsibilities.
I feel like our generation is self-led. We don’t need someone constantly hovering over us to get things done. We understand our goals and know how to achieve them without micromanagement. For me, creating and thriving in my own space is what matters most—being in an environment that works for me and aligns with my values. That’s where I find fulfillment and the motivation to keep pushing forward.
Middle management often feels like being stuck in the middle of a tug-of-war, trying to please both the top bosses and the team you’re managing. It’s a constant balancing act, and it can get exhausting. Sometimes, it feels like you’re putting out fires more than actually creating value. It’s just not for me.
I’d rather channel my energy into something I believe in and grow on my own terms. Being able to focus on my passion without external pressures gives me a sense of freedom and purpose. To me, true success is about working in a space where you’re fully aligned with your goals and values. That, to me, is a true win.
Naomi Kuria, 25, Online Content Creator
Naomi Kuria, 25 years old, Online Content Creator
Photo credit: George D. Mwendwa|NMG
I’ve always loved leadership roles, even as a child. I enjoyed being the one to guide, organise, and bring people together. I liked the feeling of making things happen and seeing a team come together under my direction. But now, as an adult who has experienced management firsthand, I realise it’s not something I’d be so eager to take up anymore.
The truth is, management often comes with overwhelming expectations and very little support. You’re handed significant responsibilities but not the resources you need to execute them effectively. It feels like you’re constantly putting out fires rather than driving meaningful change. More often than not, you’re micromanaging adults instead of genuinely leading, which is both uncomfortable and draining. It becomes more about meeting deadlines and pleasing stakeholders than fostering growth or creativity.
What I’ve come to value most at this stage in my life is personal growth. I’d rather focus on nurturing my skills and expanding my career than being bogged down by the pressures of middle management. Leadership doesn’t have to mean sitting in a managerial role; it can also mean excelling in your field, inspiring others through your work, and taking charge of your own path. That’s why I turned to content creation, building value and capacity. Now, brands approach me because I’ve established a following and created something impactful.
For me, it’s about finding opportunities that allow me to thrive, innovate, and stay true to my values. That’s where I find fulfillment.
Joram Kirubi, 20, Systems Technician
Joram Kirubi, is a 20 years old Systems Technician
Photo credit: George D. Mwendwa
"I’ve always believed that leadership is about influence, not titles. The idea of being a middle manager doesn’t excite me because it often feels like you’re stuck in the middle, trying to implement someone else’s vision while balancing the expectations of a team. It’s a role where you’re constantly pulled between top-level management and your team, often bogged down in meetings and waiting for approvals. There’s little space for creativity or innovation, and that’s a huge turnoff for me.
The stress and pressure to manage people without having real decision-making power makes the role less appealing. It seems like a never-ending cycle of trying to keep everyone happy while being limited in your ability to make meaningful changes.
Instead of that, I’d rather focus on mastering my own skills, exploring new ideas, and contributing in ways that feel truly meaningful to me. I believe leadership doesn’t have to come with a title or position—it’s about the impact you make through your work and the way you inspire those around you. I want to build something that reflects my values and allows me to grow, not just be stuck in a middle management role where my potential is limited."
Yarem Kahura, 25, IT Consultant
Yarem Kahura is a 25 years old IT Consultant
Photo credit: George D. Mwendwa| NMG
As an IT Consultant, I see both sides of the coin when it comes to middle management. The reluctance among Gen Z professionals to take on these roles shows a significant shift in how we define work and success. For many of us, it’s no longer just about climbing the corporate ladder; we want to make a meaningful impact, prioritise personal growth, and maintain a healthy work-life balance.
Middle managers often face immense pressure with little autonomy or reward, making the role less appealing. Personally, I’m more drawn to the idea of focusing on individual expertise and growing within a specialised role. It offers greater control over my career trajectory, allowing me to build skills and achieve success on my terms, without the constant pressure of being caught in the middle.
Another major challenge with middle management is the feeling of being "stuck." You’re responsible for implementing decisions without the authority to shape them and often lack the freedom to work creatively. The limited decision-making power and reduced opportunities for personal growth make the role unappealing to many in my generation.
For organisations to attract younger professionals into these roles, they need to rethink how they structure and support middle management. Flexibility, empowerment, and clear pathways for personal and professional growth are essential.
Rachel Kavesu, 22 years old, Social media Manager
Rachel Kavesu, 22, is a Social media Manager
Photo credit: George D. Mwendwa| NMG
I’ve never seen myself fitting into that role in any capacity or at any level. Having studied for a Bachelor of Science in Entrepreneurship, I’ve always had a deep desire to pursue something fulfilling, impactful, and constantly challenging. I have always envisioned a career that allows me to grow, innovate, and make a meaningful difference. For me, the rigidity of a managerial position seems to work against that vision.
It’s not just about the stress—though 69 percent cite it as a key reason—it’s also about the lack of personal growth and decision-making power. Middle management can feel like being stuck in a space where you’re juggling top-down directives and team needs, often with limited authority to make impactful changes.
Personally, I value freedom and the ability to think creatively. A managerial role would restrict that, tying me to processes and expectations that don’t align with who I am. Like many in my generation, I’d prefer to carve my own path, focusing on building my skills and creating something valuable. For me, fulfillment comes from working on projects that inspire me and align with my personal goals—not from managing others.
Why middle management is out
Purity Njoki, Human Resource manager in Nairobi
"As an HR professional, I’ve observed the growing trend of Gen Z opting out of middle management roles, a phenomenon often described as "conscious unbossing." While not universal, it’s becoming increasingly common, especially in industries that demand long hours and traditional hierarchical structures.
One key reason is that Gen Z prioritises purpose, flexibility, and well-being over traditional career milestones. Middle management often comes with added responsibilities, tight deadlines, and stress, which they perceive as detracting from the work-life balance they value. Additionally, these roles can feel restrictive, with limited opportunities for creative problem-solving or direct impact—elements this generation thrives on.
Gen Z also prefers flatter organisational structures where influence is based on expertise rather than title. They are confident in leading through collaboration and innovation, bypassing the bureaucracy and hierarchy often associated with middle management.
Another factor is their focus on career growth through entrepreneurship, freelancing, or roles with clearer paths to executive leadership. They want to see the direct impact of their work without being bogged down by administrative tasks.
As organisations, we need to adapt by redesigning management roles to be more agile and rewarding, offering leadership paths that align with their values of purpose, creativity, and flexibility," says Purity Njoki a Human Resource manager in Nairobi.”
