A recent survey involving over 1,000 young Indians reveals that compared to formal leadership titles, work-life balance is more important for almost three out of four Gen Z professionals. This snugly fits into the familiar corporate narrative – Gen Z shies away from responsibility. Gen Z is devoid of ambition. Gen Z looks for flexibility but without sacrifice, and so on.
But evidence suggests that this is far from the truth. In a 2026 survey of Gen Z and millennials, 96 per cent of Gen Z respondents showed a keen interest in leadership roles at the senior level. 89 per cent were interested in management or supervisory positions. But the more interesting finding is that only 9 per cent cited leadership as their primary career goal.
That is an important distinction. What young Indians are saying is that leadership is certainly not undesirable, but its importance cannot override that of other things they want in their lives. And companies would do well to ask why this is so.
The steep decline in manager engagement across the globe from 31 per cent in 2022 to 22 per cent in 2025 is something companies must seriously look at. The decline has been particularly sharp in South Asia, primarily India, where the proportion of managers has also fallen.
This means there are proportionately fewer managers left to handle the responsibility. Young employees can hardly be oblivious to what these managers have to go through – larger teams to manage, increased targets, increasingly difficult conversations, and greater pressure from the top. Added to that is the responsibility of ensuring employee engagement. It would not be surprising if they questioned whether the promised rewards are worth the sacrifices.
Also, in corporate corridors, one often hears the refrain that the young generation is not interested in professional growth. But evidence contradicts that. According to a 2025 survey by Deloitte in India, 94 per cent of Gen Z respondents said that learning on the job and practical experience helped career growth, and 85 per cent of the respondents said they participated in learning activities every week. However, 62 per cent believed managers should provide guidance and support, while only 44 per cent felt they were getting it.
These are certainly not the responses of those disinterested in career growth. These are employees with a different definition of growth. According to the research, financial independence and work-life balance ranked high on Gen Z’s list of priorities. And yes, job security, expertise in one’s field, and continuous learning are also quite important to them.
Traditionally, corporate success meant getting a promotion – which meant a higher position in the hierarchy – and managing people after years of hard work. Gen Z, however, first wants to know what awaits them at the top. And this is what organisations may find inconvenient, accustomed as they are to holding out titles and promotions as incentives.
But this questioning is not laziness. On the contrary, it may be the most rational question. After all, if companies want to entice young talent with promises of management positions, Gen Z has the right to know if that position is even worth aspiring for.
And this is precisely what companies would do well to ask themselves too, before hastily judging Gen Z. Are they ensuring proper work-life balance, manageable workloads, real authority, appropriate training, and better support for their managers? Because Gen Z is watching. They are not disinterested in a career. They are not unprofessional. They just need a better deal.