Gen Z workers push back on fear tactics, urging compassionate leadership
Brené Brown argues compassion, vulnerability and purpose drive performance, as surveys show managers should provide guidance, boundaries and balance for a new generation in the workplace.
A new approach to managing Gen Z workers is gaining traction after Brené Brown argued on a New York Times podcast that fear-based tactics yield short-term gains but fail to sustain long-term performance. Brown, a research professor at the University of Houston who specializes in vulnerability, discussed her thinking on the 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. She suggested that while fear can trigger quick metrics, it tends to create a fragile, short-lived dynamic that soon loses effectiveness as younger workers push for different workplace norms. In short, Brown said, the “new generation of people” won’t respond to fear-based leadership for long, and organizations may miss out on deeper, lasting gains if they rely on intimidation to push results.
Brown champions what she calls courageous leadership, a framework built on vulnerability, empathy, purpose and a climate that encourages experimentation and innovation. She contends there is a strong correlation between courageous leadership and performance, as measured by traditional business metrics such as retention, engagement and even stock performance over time, rather than one-off spikes associated with fear tactics. Her position sits at the center of a broader debate about how to motivate Zoomers without compromising well-being or trust in the workplace.
A growing body of contemporary research backs aspects of Brown’s argument. In Deloitte’s 2025 Gen Z and Millennial Survey, many young workers say a manager’s key role is to provide guidance and support, to inspire and motivate, and to help them establish boundaries that safeguard work-life balance. The findings, reported by CNBC, suggest Gen Z managers want leadership that clarifies expectations, fosters development, and maintains boundaries to prevent burnout in a rapidly changing job market.
In another snapshot of the era’s attitudes toward work, a February 2024 survey of 2,000 Gen Z workers conducted by the essay-writing platform EduBirdie found a striking emphasis on personal fit and workplace culture. Thirty-seven percent of respondents said their prime directive at the office is to like the gig, with a notable minority signaling a preference for environments that include nap rooms, ping pong tables and pet-friendly policies. Those non-financial perks are increasingly viewed as part of the job, rather than as optional extras, by a generation that prioritizes mental health and meaningful engagement alongside compensation.
Meanwhile, a broader critique of Gen Z employees—often labeled lazy or entitled in some circles—continues to surface in business discourse. International entrepreneur and mentor Jessen James has argued that Zoomers can appear to lack charisma and certain soft skills, while others say the generation’s emphasis on “walking on eggshells” to avoid offense reflects a broader redefinition of workplace norms. Yet several observers point to a larger trend: young workers are redefining what productivity looks like, favoring collaboration, purpose and sustainable pace over constant hustle.
A 2024 poll of 966 US business leaders by Intelligent.com underscored the tension. Sixty percent of executives said that at least some of the recent college graduates they hired had to be fired or replaced due to performance or fit concerns, while 75% said many grads were unsuccessful in meeting expectations. Those numbers reflect a disconnect that has persisted as employers grapple with the reality that traditional onboarding and management styles may no longer resonate with newer entrants. Still, proponents of the new paradigm argue that Gen Z is not rejecting work; they are rejecting burnout and coercive tactics that can undermine long-term performance.
Ziad Ahmed, who leads UTA Marketing’s Next Gen Practice, told the Fortune Workplace Innovation Summit that much of the backlash against Gen Z stems from presumptions rather than direct collaboration with the generation. “People like to talk about us but not talk to us or build with us,” he said, arguing that engagement and mentorship should replace stereotypes. Gabrielle Judge, an influencer known for challenging the old hustle mindset, told The Post that Gen Z isn’t unambitious; they’re simply unwilling to sacrifice mental health for corporate reward schemes that prioritize burnout over well-being. “Gen Z isn’t unambitious,” Judge said. “We’re just done sacrificing our mental health for companies that reward burnout with pizza parties.”
As companies weigh these findings, many are turning to policies and cultures that emphasize supportive leadership, clear expectations, and wellbeing as core drivers of productivity. The link between courageous leadership and sustained performance provides a framework for rethinking promotions, performance metrics and incentive structures. Brown’s philosophy of vulnerability and purpose, combined with a data trail showing Gen Z’s preferences for guidance, balance and meaningful work, is prompting reform across job design, performance reviews and manager training.
In practice, the shift toward compassionate leadership translates into concrete changes: managers who spend time coaching rather than criticizing, who set reasonable boundaries around after-hours communication, and who connect employees’ daily tasks to a broader mission. For Gen Z workers, such approaches can strengthen trust, reduce turnover and improve engagement, outcomes that are increasingly tied to stock performance and long-term profitability in the eyes of many boards and investors. In this environment, the goal is not to eliminate competition or high performance, but to align it with a leadership style that values courage, empathy and shared purpose.
The evolving narrative around Gen Z and workplace leadership represents a broader change in how companies think about productivity and success. By validating the importance of wellbeing and purpose, firms aim to create durable performance rather than short-lived spikes. The Deloitte and Intelligent.com data, while revealing ongoing tensions, also suggest a path forward: when managers are seen as mentors who provide support, structure and clarity, Gen Z workers are more likely to engage deeply, stay longer and contribute to a sustainable competitive advantage. In this context, fearless leadership becomes less about intimidation and more about enabling people to perform at their best—together.