Younger employees are increasingly reluctant to take on middle management roles, in a phenomenon termed ‘conscious unbossing’.
The phenomenon is associated with the broader disengagement of employees, known as the “great detachment”.
Data from Remote’s 2024 Global Workforce Report reveals that 52 percent of Gen Z workers have no desire to become middle managers. This reluctance stems from perceptions of high stress and limited rewards associated with these roles. Barbara Matthews, Chief People Officer at Remote, warns that these trends could leave organisations with talent gaps in critical positions.
“Progression at work is essential for both the workforce and the growth of an organization,” she said.” The disengagement micro-trends we see today are a concern as many businesses are not acting fast enough to address the wider issue of today’s great detachment in the workplace. Perhaps the biggest pitfall is to say this is merely a problem with the youngest generations.
“This could be the wrong conclusion that puts businesses on the back foot in the coming months and years. The trends we are seeing are too numerous and consistent for there not to be a wider conclusion at play.”
Impact of Presenteeism and Disengagement
Adding to the problem, presenteeism – where employees appear busy but are disengaged – is becoming prevalent. Remote identifies this behaviour as part of a broader productivity bias in workplaces that overemphasise visibility rather than trust and flexibility.
The trend of presenteeism is closely tied to a lack of valuable rewards for employees. Many organisations may attribute disengagement among younger workers to laziness. However, the reluctance to pursue middle management roles highlights a more systemic issue – workers are discouraged by the combination of high pressure and insufficient recognition.
“Seeing data that suggests Gen-Z doesn’t want to become middle managers is one of the first instances where disengagement trends in the workplace are having a quantifiable impact on the world of work itself,” Matthews said. “The role of a middle manager is arguably the most important layer of an organization. If people no longer want to fill this space – owing to facing high stress with little tangible rewards – then the future of that organization is at risk and will lead to some real problems later down the road.”
The Role of Work-Life Balance in Attracting Talent
Concerns over work-life balance are among the top reasons why young employees avoid middle management roles. A study by Capterra revealed that 75 percent of middle managers currently feel overwhelmed, stressed, or burnt out. The report suggests that flexible benefit packages, such as remote-first approaches, can help alleviate these pressures, making managerial roles more appealing.
Remote’s report indicates that flexibility plays a key role in combating disengagement. Nearly all hiring managers (98%) reported that flexibility is a significant factor for candidates considering job offers. Further, 34 percent noted that flexible work policies have improved employee engagement within their organisations.
“Our survey data indicates creating an environment that protects work-life balance creates sustained productivity and engagement, suggesting the onus is on businesses to once again make progression and ambition at work more appealing and valued,” Matthews added.
