Millennials impose their own rules in the assault on the management roles

In recent years, the business landscape has experienced a significant transformation. Millennials, born between 1981 and 1996, are assuming leadership roles in companies around the world. This generation, characterized by its focus on technology, sustainability and well -being, is redefining the way we understand leadership.

The ‘Baby Boomers’, pioneers of the business world between 1946 and 1964, developed hierarchical management models and deeply rooted in tradition and loyalty. Although its approach guaranteed stability and strategic planning, it often turned out to be too rigid in the face of rapid changes in the digital age. For its part, generation X, born between 1965 and 1980, served as a bridge between the traditional and the modern. Their flexibility and adaptability allowed them to successfully lead changing and diverse environments, although they did not always achieve full integration of the most recent innovations.

Today, millennials – born between 1981 and 1996 – are redrawing leadership rules with a collaborative, technological and centered approach focused on values ​​such as sustainability and purpose. This generational relay is marking a before and after. The commitment to horizontal structures and inclusive business cultures reflects the arrival of a generation prepared to transform the global business landscape.

At the beginning of the year, the report ‘Big Ideas: 15 Trends that will define 2025’ of LinkedIn He revealed that this generation is already occupying leadership positions in companies, but with a management style that breaks with the traditional image of the CEO. The consultant Spencer Stuart places the epicenter of this great change in 2022: just after the crisis of the Coronavirus, two important factors agreed, one related to the beginning of this generational relief and another linked to a new order of post-pondemic priorities. «Experiences such as the global recession and Covid 19 Pandemia have shown them the importance of adaptability and resilience, beyond simple hierarchical growth. They have witnessed the consequences of work stress and the lack of balance between personal and professional life in previous generations, which has influenced their vision of work. In addition, the work culture has changed: now there is more emphasis on finding meaning and purpose in what they do, beyond the mere escalation in the corporate hierarchy, ”they explain from LinkedIn.

Learning

It is something that they have been able to observe first in Grupo Adecco, through the Program ‘CEO for a month’. “Thanks to the month we share with the new generations we can see these new leadership styles and help them to develop the skills they need to be the leaders of the future,” explains Marta Romero, group selection consultant. During their experience with our CEO, they constantly learn, they are heard in strategy meetings, they manage to understand the purpose of the company from within, they develop critical thinking and adaptation, and live the diversity we can have in the company and adapt to it ». Following this experience, Romero affirms that “today, both millennials and generation Z seek and bet on a new leadership style, more collaborative, empathetic, where there are references and will not be leaded in an authoritarian way. These new generations will give much importance to emotional intelligence. We see how mental health, well -being and inclusion are basic aspects in their day to day and will seek that leaders understand these concepts and base their leadership on them. People will be the center at all times. To this we add the importance of being very aligned with the values ​​of the company where they are and want to be leaders who go in tune with this point. These new generations no longer believe in the imposed authority, lead from collaboration, involving the members of their team. Finally, they are totally digital generations, so technology dominate perfectly and will use it to lead and work on more dynamic and agile environments, that help them provide value from another more valuable point ».

The new generations are clear that professional satisfaction is not above personal well -being. This phenomenon, called ‘silent ambition’, has been reflected in numerous studies, especially in the US: for example, an investigation carried out by the Visier company in 2024 revealed that Only 38% of the 1,000 workers surveyed in the US aspired to be promoted to Chief. Another survey carried out by McKinsey & Company and Leanin.org in 2023, revealed that only 36% of the workers consulted sought to become manager of any organization. «We have detected a certain disinterest in roles with high responsibilities and a priority search for well -being, purpose and meaning. For companies, this translates into difficulties in hiring, retaining and motivating generation Z, who are not attracted to traditional benefits and development, ”they explain from the consultant.

Other ways

«Although there are other priorities, this does not mean that young people are not ambitious, but opt ​​for other ways of realization. There are more and more and better options to undertake, which also undermines development and growth as an option to follow within a company. The technological entrepreneurship and the rise of start-ups connects with continuous learning, the purpose and social impact that these young people want to print with their work and are more important than economic remuneration and promotions. They prefer collaborative and horizontal work environments that promote autonomy and empowerment, and value inspiring and empathic leaders who promote the development of their teams, ”they explain from Adecco.

Among the characteristics that define millennial leaders, stand out:

– Labor Flexibility, a priority. Millennials demand greater flexibility in the workplace, since they consider it essential to achieve a balance between personal and professional life. Aspects such as teleworking, adaptable schedules or the possibility of choosing work tools have become essential requirements for their satisfaction and productivity.

–A generation promoting change. Recognized by sociologists as a questioning generation, millennials are not afraid to transform corporate policies and norms that they consider obsolete or harmful. In addition, its growing presence in leadership positions strengthens its ability to implement significant adjustments in organizations.

–Preedilection for inclusive leaders and open to ‘feedback’. Millennials value leaders who take into account the ideas of their teams. Due to their proximity to everyday dynamics, they do not conceive that their contributions are ignored in organizational decisions. Therefore, they prefer those leaders who demonstrate empathy and encourage participatory management.

–The importance of a horizontal structure. Horizontal organizations are attractive to this generation because they facilitate communication, eliminate unnecessary administrative processes and offer more professional development options. These characteristics make them an ideal environment for their growth and work performance.

– Disposition to change jobs if leadership does not convince. They change their work much more easily than their predecessors, especially if the work context does not fit them, if their tasks do not adapt to their training and also if they do not finish fitting the role of the leader. This circumstance linked to the fact that millennials represent the bulk of the current workforce, translates into immense power to change leadership.