Generation Z and the 'Boss's Chair' No Longer Pursued

Becoming a boss at a company was once considered the pinnacle of a career. Senior positions were synonymous with career success, income stability, and power of influence. Yet for Generation Z and Millennials today, ambition no longer necessarily leads to a structural position. There is a slow but steady shift in perspective that is changing the face of the working world.

The Deloitte Global 2025 Gen Z and Millennial Survey notes that by 2030, approximately 74 per cent of the global workforce will be filled by Millennials and Generation Z (Deloitte, 2025). In Indonesia, this momentum coincides with the demographic dividend currently underway. This means that the preferences and values of the younger generation will determine the direction of organisations, and even the national economy.

Interestingly, only about 6 per cent of Generation Z view formal leadership positions as their primary career objective. Instead, the majority focus on skills development and work flexibility. Around 70 per cent reported regularly upgrading their skills to continue developing. Ambition has not disappeared; it has simply shifted from position to competence.

This phenomenon aligns with the protean career concept introduced by Douglas T. Hall (2004). In this concept, careers are controlled by individuals, not organisations. The measure of success is no longer job promotion, but personal growth and relevance in the labour market. Young people want to have control over the direction of their lives, rather than simply following rigid corporate ladders.

In the Indonesian context, this shift is reinforced by several factors. Many Millennials now find themselves in a sandwich generation position, bearing the needs of both parents and children, which feels burdensome. The cost of living in major cities is rising, property prices are soaring, whilst global economic uncertainty persists. Deloitte (2025) notes that nearly half of Generation Z feel financially insecure.

In such circumstances, income stability is more important than the prestige of a position. The gig economy and side hustles have become rational choices. Young people do not hesitate to have more than one source of income. Economist Guy Standing (2011) refers to the emergence of the precariat class—flexible workers with low certainty. However, for Generation Z, flexibility actually opens up opportunities for autonomy.

Views on education have also changed. Academic degrees are no longer considered an automatic guarantee of obtaining employment. Investment in relevant skills has become a priority. Gary Becker’s human capital theory (1964) emphasises the importance of mastering productive skills. Today, this can take the form of digital certifications, short courses, or real-world project experience.

Beyond money, two other factors shape this generation’s ambitions: meaning and wellbeing. About 44 per cent of global respondents reported having left jobs that did not align with their personal values (Deloitte, 2025). Mental health issues are increasingly being discussed openly. Organisational psychologist Adam Grant (2021) emphasises that long-term productivity rests on psychological wellbeing. For this generation, overtime without purpose is no longer a symbol of loyalty.

However, this paradigm shift does not mean young people can neglect professional responsibility. Flexibility still requires discipline. Being adaptable still requires competence. Without it, professionalism is difficult to achieve.

There are several steps that Generation Z and Millennials must take to avoid merely following a trend. First, strengthen core expertise that truly has value in the market. Trying too many things without focus actually weakens competitiveness. Second, improve financial literacy. Amid family economic pressures, the ability to manage finances is as important as increasing income.

Third, build a healthy professional network. The workplace is now collaborative. Strong relationships often open wider opportunities than a lengthy curriculum vitae. Fourth, develop personal leadership capacity. Not everyone needs to become a director, but each individual needs to be able to lead themselves, manage their time, emotions, and targets.

Companies certainly need to adapt. Management models that are too hierarchical increasingly struggle to attract young talent. Managers need to act as coaches, not merely supervisors. Flexible career paths and hybrid work systems are also a necessity, not just additional benefits.

Generation Z and Millennials in Indonesia are not a generation without ambition. They simply no longer worship old symbols of success. For them, being a leader is not merely a matter of position, but of capacity to manage life comprehensively—with stable finances, meaningful work, and good health.

If companies fail to read this direction of change, they will lose their best talent. Conversely, if young people fail to prepare themselves with strong competence and character, the demographic dividend could turn into a demographic burden.

That is where our collective challenge lies: balancing personal ambition with professional responsibility, without being trapped in the old myth that the boss’s chair is the only definition of success.