From management to mentorship: what Gen Z talent really values in the workplace

The world of work is changing, and Gen Z is leading the charge.

For businesses looking to attract and retain top talent, understanding what this new generation truly values is no longer optional, it’s essential.

“At first glance, it might seem like Gen Z is rejecting leadership altogether,” Nishendran Naidoo, Human Resources Operations Specialist at Strider Digital said.

“But take a closer look, and the truth is far more nuanced. It’s not that they’re turning away from leadership, they’re actually redefining it,” he added.

For Gen Z employees, redefining leadership means bringing a fresh, forward-thinking perspective to the workplace, one where traditional hierarchies and top-down management styles are seen to be increasingly outdated and out of step with how they believe teams work best.

As digital natives who’ve technically been raised on peer-to-peer knowledge sharing via social media, Gen Zs thrive in environments that prioritise agile workflows, collaborative coaching and shared growth.

“Great leadership in the eyes of Gen Zs isn’t defined by titles or years of service. For them, a boss or superior should be approachable, supportive and have a willingness to share expertise. They look up to mentors who guide rather than command, leaders who create a culture where questions are welcome, experimentation is encouraged, and everyone has the opportunity to contribute,” Naidoo added. 

To effectively engage this generation, businesses need to shift their focus from simply managing tasks to actively nurturing growth and potential.

As already seen in workplaces today, Gen Zs are challenging traditional structures by advocating for a skills-first culture, where influence is earned through capability and contributors are valued for the difference they make, not the title they have.

This mindset also calls for a fresh approach to team structures. Rather than relying on rigid hierarchies, businesses should be adopting ecosystem-style models where individuals have the autonomy to lead from any seat, while staying connected through shared purpose, open communication and mutual support.

“This approach is especially important in fast-evolving digital fields. In these spaces, up-to-the-minute knowledge often outweighs years of experience. Whether it’s mastering a new design tool or navigating a coding language created to meet evolving needs, early-career professionals are often the first to experiment, adapt and lead the way,” Naidoo said. 

Real-time feedback is also quickly becoming a defining feature of how today’s young professionals work, especially in digital environments.

Gen Zs aren’t willing to wait for quarterly feedback like previous generations, instead they seek guidance and input in real time, which in turn affords them the chance to learn directly from those around them.

“Gen Zs thrive through fast, hands-on learning and active knowledge exchange,” Naidoo added.

“They want to ask questions, share ideas freely and contribute to teams that are agile, transparent and continuously evolving.”

For businesses, meeting these expectations isn’t just about keeping up, it’s about building high-performing, future-ready teams.

This means embedding mentorship into everyday workflows, enabling collaboration across teams, recognising results over rank and creating flexible environments that blend autonomy with connection.

When done well, these shifts don’t just appeal to one generation, they create workplaces where everyone can grow, contribute and succeed.

“To build the digital teams of tomorrow, we need to evolve how we lead today. This isn’t about abandoning leadership, it’s about reshaping it. Gen Z is asking for a shift from control to collaboration and in that shift lies the key to sustainable performance, deeper engagement and long-term growth,” Naidoo further said.

BUSINESS REPORT