Why Gen Z is reshaping the leadership conversation

Generation Z is often described as the workforce generation that's changing everything.

Born between 1997 and 2012, they are the first true digital natives, shaped by smartphones, social media and a world of constant connectivity.

With Gen Z expected to make up almost a third of the workforce in the coming years, it's no surprise that understanding how to engage and retain them has become a priority for many organisations.

But during recent OTD-led Leadership Forum sessions, a more important question emerged.

Are Gen Z's expectations really unique, or are they simply highlighting what great leadership has always looked like?

Context matters

One of the most powerful messages from our discussions came from guest speaker Ana Sarmiento, who challenged leaders to view Gen Z through the lens of context.

This generation has grown up during global economic uncertainty and unprecedented digital connection. Their expectations of work have been shaped by those experiences.

As Ana explained, Gen Z tends to evaluate organisations through six interconnected lenses. When one is missing, engagement can quickly suffer:

1. Meaningful work
2. Wellbeing
3. Financial stability
4. Development
5. Sustainability
6. Inclusion

The implication for leaders is clear: rather than looking at the future of leadership in terms of adapting to a “difficult” generation, we should consider that this is about raising the standard of leadership for everyone.

What Gen Z is asking for isn't new

What emerged during our Leadership Forum sessions is that Gen Z isn't asking for something radically different.

They're simply making visible needs that many employees across generations have always had but may not have voiced; things such as purpose, growth, psychological safety and the opportunity to contribute meaningfully.

In many organisations, the people most likely to be excluded from key conversations and decision-making are often those at opposite ends of the age spectrum, such as younger employees and those over 50.

Creating inclusive cultures therefore requires us to think beyond generations and focus on ensuring every voice is heard.

Inclusion is experienced through behaviour

Fabiola Doano led an additional session on allyship that reinforced another critical insight: people experience inclusion through behaviour.

For Gen Z, authenticity matters. They want regular feedback, visibility of career opportunities and confidence that their contributions make a difference. They also expect leaders to demonstrate inclusive behaviours consistently, not occasionally.

Simple actions can have a significant impact. Inviting different perspectives into discussions, explaining the "why" behind decisions and recognising contributions in meaningful ways.

These behaviours don't only benefit Gen Z, they strengthen engagement across the entire workforce.

What this means for leaders

The most successful organisations will ultimately be the ones that build cultures where people feel seen, valued and able to grow, regardless of age.

That's why OTD's Leadership Forum continues to bring together leaders from diverse organisations and backgrounds to discuss the challenges that matter most. From AI and leadership capability to inclusion, wellbeing and multi-generational workforces, the conversations consistently point to the same conclusion.

Great leadership is increasingly defined by how effectively we create the conditions for everyone to thrive. And if Gen Z is teaching us anything, it's that those conditions have arguably never mattered more.

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