Millennials are ageing, and with every passing day, newer generations are stepping into workplaces—not just to fill desks but to claim their seats at decision-making tables. Gen Z, often labelled as the most vocal, socially conscious, and digitally fluent generation, isn’t content with merely following the corporate status quo. They want influence, impact, and, most importantly, leadership. But while their ambition is evident, their rise in the workplace has not been met with unanimous applause. Instead, it has been met with resistance, scepticism, and, at times, outright dismissal.

This friction isn’t unfounded. Many leaders struggle to understand Gen Z’s workplace mindset—one that challenges traditional hierarchies, demands purpose over profit, and prioritises well-being alongside productivity. But does that make them unsuitable for leadership? Or does it make them precisely the kind of leaders the future needs?

Competence vs confidence

Gen Z’s reputation in the workplace is often contradictory. On one hand, they are celebrated for their digital fluency, adaptability, and boldness in challenging the status quo. On the other, they are criticised for their perceived lack of resilience, entitlement, and inability to function within traditional corporate structures.

A recent example that illustrates this perception gap is a LinkedIn post by Bengaluru-based CEO Ashish Gupta, who questioned whether Gen Z’s proficiency in social media is overshadowing their fundamental problem-solving and financial literacy skills. His post, titled “Gen Z Knows Reels, But Not Real Math?” sparked a debate on whether this generation’s skill set is aligned with the realities. But isn’t that a millennial thing to do—judge intelligence based on conventional metrics?

India’s education system, much like in many other countries, has long equated intelligence with academic performance—grades, test scores, and rote memorisation. Psychologist Howard Gardner’s Theory of Multiple Intelligences suggests that intelligence extends beyond traditional notions of mathematical and linguistic prowess. Critical thinking, emotional intelligence, creativity, and adaptability—traits that Gen Z embodies—are equally important indicators of being smart and having leadership potential. So, is it fair to dismiss an entire generation’s leadership capabilities based on outdated criteria?

Additionally, Gen Z employees are no longer the new kids on the block. They are stepping into leadership roles at an increasing rate. According to a recent Glassdoor report, by this year, over 10% of managers will identify as Gen Z. The eldest members of this generation are reaching their late 20s, following a pattern seen in previous generations—13% of Millennials, 14% of Gen X, and 12% of Baby Boomers were also managers at this age. However, unlike their predecessors, Gen Z leaders are redefining what it means to lead.

My recent visit to a book launch underscored this shift. Beyond the literary discussions and networking, one realisation stood out: the likelihood that Gen Z will soon be my boss. And not because they’re following the traditional career trajectory of climbing the corporate ladder step by step. Instead, they are charting their own paths, guided by an entrepreneurial mindset.

For Gen Z, leadership isn’t about waiting for a promotion or approval from higher-ups—it’s about taking initiative, questioning inefficient systems, and prioritising impact over tenure. They are not interested in rigid hierarchies, bureaucratic red tape, or outdated performance metrics. They value workplaces that prioritise fairness, transparency, and alignment with personal values. If those elements are missing, they won’t hesitate to walk away.

Leadership for the Future: The Gen Z Difference

While many established leaders view Gen Z’s work ethic as a challenge, it may actually be their greatest strength. Here’s why:

Traditional leadership models, such as transformational leadership, often emphasise vision and motivation but fall short on providing psychological safety—a critical factor for Gen Z. Likewise, servant leadership, while well-intentioned, can sometimes lack the clarity and structure they seek.

This generation grew up amid economic uncertainty, social justice movements, and increasing mental health awareness. As a result, they prioritise psychological safety and inclusivity in the workplace.

Unlike older generations who had to adapt to digitalisation, Gen Z was born into it. They don’t just use technology; they understand its potential to drive business growth, streamline processes, and enhance collaboration.

Traditional success metrics—such as job titles, tenure, and annual bonuses—hold little appeal for Gen Z. Instead, they prioritise meaningful work, work-life balance, and personal development.

A necessary evolution

So, will Gen Z make better leaders? The answer isn’t black and white. What’s clear, however, is that they will make different leaders—ones who challenge outdated norms, advocate for fairness, and leverage technology to drive innovation.

The challenge lies in whether organisations are ready to embrace this shift. Will they continue to resist change, clinging to hierarchical structures and conventional leadership models? Or will they adapt, recognising that Gen Z’s approach to leadership may be exactly what businesses need to thrive in an ever-evolving landscape?

If history has taught us anything, it’s that leadership evolves with each generation. Baby Boomers brought stability, Gen X introduced work-life balance, Millennials championed collaboration, and now Gen Z is demanding authenticity and purpose-driven leadership. Instead of questioning whether they are ready to lead, perhaps it’s time we ask: Is the workplace ready for them?

The future of leadership is not about age—it’s about mindset. And if Gen Z’s mindset is any indication, the future is looking bold, innovative, and unapologetically different!