Conscious unbossing
Fewer than half of surveyed Gen Z professionals say they want to become middle managers, prompting debate over whether this reflects a generational shift or simply the usual aversion younger workers have to bureaucratic roles. Commenters question the value and design of multilayered hierarchies, arguing that many middle managers add little beyond politics and information bottlenecks, while good frontline and second-line managers can be critical but are undertrained and underappreciated. Others speculate that economic pressure, career progression, or even AI could reshape these roles over time, and note that PR-driven narratives about “entrepreneurial” Gen Z may obscure more basic concerns about pay, autonomy, and meaningful work.
Attitudes toward middle management as a career
- Many commenters say almost no one truly aspires to be a middle manager; it’s seen as a “sinkhole” or “worst spot in the hierarchy.”
- Some note people drift into it as “natural progression” or for higher pay, then discover they dislike it and return to IC roles.
- A minority say some genuinely like managing people they know and being closer to the work than executives.
Definitions and scope of “middle management”
- Disagreement over what counts:
- One view: anyone with reports who isn’t C‑suite is “middle management.”
- Another: only those who manage managers; frontline managers are separate.
- The term “middle manager” is seen as pejorative, which may bias survey answers.
Compensation, incentives, and career dynamics
- Mixed experiences whether managers earn more than senior ICs; some firms require reaching director+ for higher pay, others don’t.
- Some argue people move into management to extend career longevity and earnings, especially later in life or with family obligations.
- Others value interesting work and collegial teams over incremental pay and reject management for that reason.
Value and dysfunction of management layers
- Frontline and good second‑line managers are often described as crucial: translating strategy, shielding teams, fixing departments, training others.
- Senior and some middle managers are portrayed as useless “layers of indirection,” paper‑pushers, or politically focused, with little domain knowledge.
- There’s concern about too many layers, lack of training, and misaligned accountability (ICs bear consequences; management gets credit).
Generational and cultural framing
- Many doubt Gen Z is unique; argue young people in any era dislike management and office politics.
- Popular culture (Office Space, The Office, Dilbert) is seen as shaping negative views of corporate management.
- Some argue the article is essentially PR, with scripted quotes reused across regions.
Alternatives and future of management
- Interest in flatter structures, cooperatives, and team‑based models; unclear how well these scale.
- Several suggest AI could replace or augment middle management, especially as coordination and communication tasks are automatable, though accountability remains a challenge.