Gen Z at work: Leaders urged to embrace courageous, empathetic management

Leaders overseeing Gen Z workers are being urged to abandon fear-based management after a wave of recent commentary and research suggested that compassionate, purpose-driven leadership yields stronger engagement and long-term performance. Brené Brown, a research professor at the University of Houston who studies vulnerability, discussed these ideas on The New York Times podcast The Interview while promoting her book Strong Ground: The Lessons of Daring Leadership, the Tenacity of Paradox, and the Wisdom of the Human Spirit. Brown argued that fear-driven tactics may produce quick performance metrics but have a short shelf life, and she said a new generation of workers will not tolerate that approach for long. She described courageous leadership as rooted in vulnerability, empathy, and purpose, and she said such leadership correlates with higher retention, engagement, and innovation.

Her stance aligns with a broader body of research suggesting that leadership grounded in courage and humanity yields more durable results than intimidation. Brown noted a strong connection between courageous leadership and performance as measured by key indicators such as retention, engagement, and, in some cases, stock performance. The discussion comes as workplaces reckon with ongoing questions about how to motivate a generation that has faced unique social and economic pressures and place greater emphasis on well-being and meaningful work.

Data from recent surveys reinforce the shift in expectations. Deloitte’s 2025 Gen Z and Millennial Survey, reported in business coverage, indicates that Gen Z managers view their leaders as coaches who provide guidance and support, inspire and motivate, and set clear boundaries to protect work-life balance. The findings suggest that younger workers respond best to leadership that pairs direction with empathy and purpose, rather than coercive tactics. In the same vein, a February 2024 survey of 2,000 Gen Zers by the essay-writing platform EduBirdie found that 37% say their prime directive at work is to like the job itself, a mindset that underscores how job fit, meaning, and workplace culture compete with traditional carrots and sticks. The landscape is further complicated by evidence that many Zoomers expect certain workplace amenities, from nap rooms to ping-pong tables and pet-friendly policies, when evaluating job offers.

The data are paired with a chorus of criticism about Gen Z. Some observers have described Zoomers as lazy, entitled, or lacking basic workplace skills, arguing that they require special accommodations and that managers must tread carefully to avoid offense. One international entrepreneur and mentor, Jessen James, has said that Gen Z lacks charisma and essential communication skills, and that managers may need to walk on eggshells to avoid triggering what critics describe as “snowflake” sensitivity. He also pointed to a perceived deficit in routine workplace competencies, including responding on the phone. These criticisms echo a broader narrative about office illiteracy and a perceived mismatch between younger workers and traditional corporate expectations. A 2024 Intelligent.com poll of 966 U.S. business leaders found that 75% believed most recently hired college graduates were unsuccessful, and 60% said at least some of them had to be fired. The debate highlights a tension between maintaining productivity and meeting evolving employee needs.

Amid the criticism, proponents of Gen Z workers argue that the generation’s different expectations should push companies to rethink leadership styles rather than simply demand conformity. Ziad Ahmed, who leads UTA Marketing’s Next Gen Practice, stressed at the Fortune Workplace Innovation Summit that lip-service to generational stereotypes does a disservice to workers who want to contribute meaningfully. Ahmed emphasized that dialogue and collaboration—not caricatures—drive better outcomes. Gabrielle Judge, known as the anti-work voice in online discourse, contends that Gen Zers are not unambitious; they are opting out of burnout and a hustle mindset that sacrifices mental health for superficial perks. Judge told The Post that many young workers are prioritizing well-being and sustainable workloads over frequent high-pressure “pizza party” incentives.

In market terms, the conversation matters. If firms adapt by embracing leadership that combines accountability with empathy, the resulting improvements in retention and engagement can influence productivity and, over time, financial performance. Brown’s framework—leader vulnerability, purpose-driven direction, and encouragement of innovation—offers a roadmap for sustaining performance beyond short-term metrics. At the same time, the data underscore real-world tradeoffs: some employers must balance the desire to attract top young talent with the need for clear expectations and consistent skill-building. As the workforce evolves, businesses across sectors are weighing whether to invest in managerial training that prioritizes courage, empathy, and boundaries, or to cling to traditional, fear-based tactics in the short term.

The stakes are not merely cultural. In markets where leadership quality is increasingly tied to retention, engagement, and innovation, the willingness of firms to adopt these newer approaches could influence long-run competitiveness. The coming years are likely to test how well organizations can translate the research into practice: building leadership pipelines that emphasize vulnerability and purpose, while maintaining clear expectations and performance standards. For now, the discourse reflects a broader rethinking of the manager’s role in an era when work is not just about output but about structure, well-being, and sustainable growth.