David Rice, HR and careers expert at People Managing People, agrees that it’s hardly surprising that Gen Z has decided climbing the ladder isn’t worth the stress, especially as many of them entered the workforce post-pandemic.

“As a result of their managers being under-supported and not finding better ways to manage in remote and hybrid settings in the post-pandemic office, Gen Z’s perception of management and what it entails isn’t all that great,” says Rice. “In some cases, they see managers as being not much different from them – they just have another layer of responsibilities to deal with. In other cases, they see managers running from meeting to meeting all day and not getting much of anything that they see as important done. That’s probably not all that appealing.”

Recent research conducted by the Chartered Management Institute found that 82% of managers have received no formal management or leadership training, so it’s not surprising that Gen Z workers aren’t leaping at the chance to join them. Many millennials have become ‘accidental managers’, having found their way into managerial positions that don’t suit their skill set – and it’s showing.

But just because they don’t aspire to step into their manager’s shoes, it doesn’t mean Gen Z workers aren’t ambitious. Instead, they define career success in different terms to those who came before them.

“Gen Z are hugely ambitious; it’s just a different kind of ambition. For them, success isn’t about climbing a corporate ladder; it’s about living a life aligned with their values,” explains McLean. “They’re redefining ambition to include fulfilment, mental health and autonomy. The ‘hustle culture’ that drove millennials doesn’t appeal to them; they’re more about working smart, not just hard.”

Another study shows that 86% of Gen Z professionals seek purpose-driven work, meaning they prioritise doing work that matters to them and the world, says McLean. “They’re looking for roles where they can make a tangible impact, while also maintaining space for their passions outside of work.”

Hannah Salton, a career coach and author of Graduate Careers Uncovered, has also noticed a shift in her Gen Z clients’ priorities when it comes to choosing how, where and what work they do.

“Gen Z is placing greater emphasis on other priorities, such as working for organisations that are ethical, forward-thinking and flexible,” Salton says. “Aligning with their values – including their moral compass and, in some cases, their political views – is often a key factor in deciding where they’d love to work. For Gen Z, it’s less about the number of hours worked and more about ensuring their work aligns with their values and passions. They prioritise flexibility, aiming to fit their work comfortably around the rest of their lives.”

‘Accidental managers’ are widening the ambition gap between millennials and Gen Z at work