By Grace Turqueza-Rabang
Schools Division of Ilocos Norte
Abstract
The entry of Generation Z (Gen Z) into the workforce marks a significant generational shift, with the landscape of leadership undergoing a transformation. Bringing in new traits, values, and work expectations, leaders must understand this generation and adapt leadership styles to meet them where they are. Gen Zs are known to be tech-savvy and digitally fluent, value authenticity and transparency, are independent but collaborative, seek continuous growth and learning, prefer feedback and open communication, and care about mental health and work-life balance. Martin Buber’s I-Thou philosophy and Aristotle’s virtue ethics are important philosophies to consider in understanding and leading Gen Z. Leaders must lead with authenticity and transparency, must encourage participation and dialogue, integrate tech tools for collaboration and adapt flexible work hours, if possible, and advocate for work-life balance to have a creative, loyal, and powerful agents of positive change into the workplace of this generation.
Keywords: Gen Z, philosophy of man, leadership,
Aristotle, Martin Buber, workplace
Introduction
The entry of Generation Z (Gen Z) into the workforce
marks a significant generational shift, introducing new dynamics and
expectations in the workplace culture (Schroth, 2019). According to Xueyun et
al (2023), by 2050, Gen Z (aged 18-28) is anticipated to surpass millennials in
numbers. Understanding their workplace dynamics and the exploration of
effective leadership styles are imperative, considering that a significant
portion of millennials are projected to retire by 2050.
Gen Z are individuals born approximately between
1995 and 2010 (Goh & Lee, 2018). They come after the Generation Y,
people born between the 1980s to early 1990s, who are sometimes referred to as Gen
Y or the Millennials. While Gen Z shares many
traits with the Millennial Generation, they also bring in new patterns of
behavior. Managers today not only have to understand how to best manage
youthful, inexperienced employees, but also the unique characteristics of the
generation shaped by their experiences (Schroth, 2019).
Different generations have experienced the
consequences of the COVID-19 pandemic in varied ways (Schawbel, 2020). However, according to Goh and Baum
(2021), it is evident that Generation Z’s experience of the pandemic was
overwhelmingly negative, primarily due to the challenging transition into
adulthood, both personally and professionally. This transition was fraught with
difficulties and significantly affected their mental well-being (Xueyun et al,
2023). To better lead this generation of workforce, leaders must understand their traits, behavior ,and culture that they bring with
them in the workplace.
Key
Traits of Gen Z in the Workplace
Gen
Zers are known to be tech-savvy, individualistic, and socially aware. Unlike previous
generations, Gen Z has grown up in an era of rapid technological advancement
and societal change, resulting in distinct values and expectations toward work
(Tulgan, 2019). They are the generations who are known to be always on their
phone, always updated with the latest technology. The research conducted by
Lazányi
and Bilan (2017) showed that technology played a crucial role in enhancing the
productivity of Gen Z, who relied on digital tools to collaborate, communicate,
and manage their work time efficiently.
According to Francis and Hoefel (2018), Gen Zers
value individual expression and avoid labels. They mobilize themselves for a
variety of causes. They believe profoundly in the efficacy of dialogue to solve
conflicts and improve the world. Finally, they make decisions and relate to
institutions in a highly analytical and pragmatic way.
Research conducted by Raslie and Ting (2021)
described that Gen Z had distinct work expectations characterized by a desire
for frequent and instantaneous feedback, a preference for open communication,
and a strong emphasis on work-life balance and meaningful engagement in their
roles. This explains the feedback from leaders that Gen Zers are vocal and
straightforward. They usually say anything they have in their minds, contrary to
other generations who have to think twice or remain silent before they speak up.
Gen
Zers seek meaning and
authenticity.
According to Xueyun et. al. (2023), Gen Z work expectations were
fundamentally shaped by their desire for supportive work environments, job
security, and clear opportunities for career development, which collectively
played a crucial role in influencing intention to stay with an organization and
reducing the possibility of ‘quiet quitting’.
Philosophy
of Man Insights
Understanding and leading the Generation Z in the
workplace requires a deep understanding of their traits, personalities, and
behavior. Martin Buber’s “I-Thou” philosophy provides a deeply human-centered
perspective on leadership and connection.
Gen Zers value authenticity, inclusion, purpose, and
deep connection. Viewing them through Martin Buber’s I-Thou lens helps leaders see them not just as “workers” or
“employees”, but as persons with lived experiences, ideas, and emotions. With
the I-Thou approach, leaders
recognize the personhood behind the employee, not just their function. Others
view Gen Zs as lazy and don’t last long in the company. But a leader viewing it
through the lens of Martin Buber’s philosophy will understand that they are
individuals seeking meaning, growth, and belonging, so they tend to hop from
one company to another if their needs are not met. To retain this brilliant
generation, a leader must adapt to their needs and adjust their leadership
styles.
I-Thou relationship thrives on reciprocity, mutuality, and
authenticity. These are the things Gen Z values highly. They value
transparency, open communication, and mutual participation. A leader with an I-Thou framework is transparent about
challenges and company goals, will engage in a genuine dialogue through open
conversations, and encourage sharing or contribution of ideas to make them feel
seen and valued.
In addition, Generation Z values authenticity,
integrity, and ethical leadership. These traits align perfectly with Aristotle’s
virtue ethics. He believed that becoming a virtuous person is consistently
doing good habits repeatedly. Gen Zs respect leaders who walk their talk. A
leader who practices Aristotle’s philosophy is ethical and is habitually
practices virtues such as courage, honesty, temperance, and justice.
Aristotle’s virtue ethics, which focuses on moral
character and ethical action, will develop integrity, purpose, and balanced
leadership – something valued highly by the Gen Zers.
Martin Buber’s I-Thou
philosophy and Aristotle’s virtue ethics are important philosophies to
inform in understanding, dealing, and leading Generation Z.
Leading
Gen Z
Dearlove and Humphries (2024) stated that the
landscape of leadership is undergoing a profound transformation with the entry
of Gen Z in the workforce. They say that leading the Gen Z requires a constant
effort because, as employees, they are different from the older generations –
Baby Boomers, Generation X, and Millennials. This generation is distinguished by
unique experiences and characteristics shaped by rapid technological
advancements and impactful global events. Gen Z is often described as ‘digital
natives’ because of extensive engagement with technology and is entering the
workforce during a period of significant transformation (Deloitte Insights,
2017).
Leading the Gen Zers is both challenging and transforming. The leader of an office composed of different generations must be able to implement different leadership styles unique to every individual or generation he/she leads.
A leader must lead with authenticity and transparency. When leaders are transparent about challenges, open about feedback, and honest about company goals, Gen Zers respond with engagement and loyalty. Research conducted by Pandita and Khatwani (2022) showed that the supervisor’s support played a crucial role in keeping Gen Z engaged and motivated. The research emphasized the need to create an environment where Gen Z could thrive and contribute to future business success.
Leaders must encourage participation and dialogue. They appreciate collaborative leadership. Dolot's (2018) research findings revealed that this generation favors collaborative leaders who provide continuous feedback and avoid overly hierarchical structures. In addition, they value constant learning and skill development over traditional hierarchy.
Celestin and Vanitha (2020) recommend that leaders create opportunities for growth and advancement to fulfill Gen Z’s ambition and career-oriented mindset, thereby improving retention and fostering a culture of continuous development. They must guide values and characters, not just skills. Leaders who mentor, not just supervise, inspire loyalty among Gen Zers.
Lastly,
Gen Zs are digitally fluent and prefer hybrid or adaptable work setups and
place a high value on work-life balance. Leaders must integrate tech tools for
collaboration and allow hybrid or flexible work options. Allow the
Gen Zs to do the work in their own terms, focus on the output, instead of
micromanaging time. The
study of Hess & Jepsen (2016) indicated that Gen Z is notably inclined
toward achieving a meaningful work-life balance, often placing it above
financial compensation. According to the study, this generation values flexible
work schedules and mental well-being initiatives, both of which are seen as
essential for job satisfaction. A tech-savvy, flexible workplace attracts and
retains Gen Z talent.
Conclusion
Generation Z is slowly dominating the workplace. As
the workforce shifts from the old generations (Baby Boomers and Millennials) to
the new generation (Generation Z), given their unique values and work
expectations, companies and leaders must adapt and be open to the
challenges of leading them.
To understand and lead Gen Z, leaders must move from
transaction to relational leadership – from I-It
to I-Thou. Gen Z needs leaders
who balance individuality and community. When they feel genuinely seen, heard, and valued, they respond with authenticity, creativity, and commitment.
True leadership is human-centered and meaningful. Aristotle’s
virtue ethics emphasizes the importance of integrity, wisdom, and ethical
leadership to cultivate the moral character and create a respectful and loyal
Generation Z workforce.
By combining Buber’s relational approach and
Aristotle’s virtue-centered perspective, leadership becomes personal and
purposeful. In this way, leading Gen Z transforms from a challenge into an
opportunity to navigate and mold a generation of future leaders and build a
workplace grounded in respect, moral responsibility and shared accountability.
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