Beyond the title: How business leaders can nurture Gen Z into tomorrow’s leaders

As Gen Z increasingly reshapes the world of work, businesses in Malta are being challenged to rethink what leadership looks like, and more importantly, how to inspire the next generation to embrace it.

Following a recent MaltaCEOs.mt article that explored Gen Z’s growing reluctance to take on leadership positions, HR professionals across the island are weighing in with their advice on how business leaders can bridge this emerging gap.

“It would be wrong to put all Gen Z employees in one group,” says Lawrence Zammit, Co-Founder and Director at MISCO Malta. “Like with any other generation, these persons are individuals with their own skills, qualities, and capabilities.”

However, one consistent theme he’s observed is that Gen Z’s idea of career progression doesn’t align with traditional pathways. “They want to learn more. They want to obtain varied experiences at work. They want to feel that they are growing as individuals, but do not necessarily crave a leadership role in the traditional sense,” he notes. For that reason, leadership pathways should be flexible and include diverse options that allow Gen Z professionals to pivot or even reinvent their career trajectory over time.

Maria Bartolo Zahra, Managing Partner and HR & Compensation Specialist at Surge Advisory, echoes this sentiment. She believes the concept of leadership needs a rebrand. “Gen Z aren’t after titles anymore, they’re looking for opportunities to contribute meaningfully,” she says. “Leadership needs to be seen as a way to make an impact, not just added pressure or responsibility.”

To that end, both professionals advocate for more adaptive alternatives to rigid hierarchies. Ms Bartolo Zahra has seen job rotation work well, especially when paired with projects that reflect employees’ personal values – such as ESG initiatives, wellness programmes, or internal employer branding efforts. “Even asking them to represent the company at events or lead internal initiatives gives them a voice,” she notes.

Mr Zammit agrees, adding that Gen Z employees value roles that recognise their unique skills and qualifications, whether through specialist assignments or temporary leadership roles based on specific projects. “Whatever roles one gives them, I believe that what they want is opportunities to meet their aspirations,” he affirms.

But nurturing leadership potential goes beyond job design – it also requires the right support. For Ms Bartolo Zahra, mentorship must be “relatable and two-way,” grounded in mutual trust and honest dialogue. She also believes in the power of peer mentoring to boost confidence in informal ways, paired with regular, constructive feedback and coaching that targets practical growth.

Mr Zammit sees mentorship as an opportunity to address a crucial skills gap. While Gen Z has unprecedented access to knowledge, he says, they often lack the tools to convert it into expertise. “Therefore Gen Z employees require coaching on how to become more insightful and develop their thinking skills,” he asserts.

When it comes to leadership training, both professionals believe the existing models leave much to be desired. According to Ms Bartolo Zahra, “today’s programmes need to be more human-centred and hands-on. The focus should be on soft skills, self-awareness, and mental health.” Training must also reflect the challenges of modern leadership – like managing hybrid teams or leading with empathy.

Mr Zammit takes a more comparative approach, stating, “Leadership training has evolved a great deal over the years. In my opinion they are better than academic programmes when it comes to the practical aspects of leadership.” However, he notes that management theory itself hasn’t kept pace with real-world needs. “Leadership in action requires answers which theory does not provide,” he says – something Gen Z seems to intuitively understand when seeking out training that encourages open discussion and problem-solving.

Finally, both experts agree that company culture plays a pivotal role in encouraging Gen Z to consider leadership as a viable and fulfilling path. “Culture is key,” says Ms Bartolo Zahra. “If it promotes open communication, flexibility, and positive mental wellbeing, Gen Z will feel more encouraged to step up.” When leadership aligns with their values and sense of purpose, rather than feeling like a burden, it becomes aspirational.

Mr Zammit underscores the importance of alignment between company culture and societal values. “Organisational culture is fundamental in transmitting to Gen Z employees the values of the organisation and the expected behaviours,” he says. “However, actions on the part of today’s leaders speak louder than words.” He adds that companies must also be mindful of the cultural narratives Gen Z absorbs outside the workplace, which may sometimes conflict with corporate expectations.

In short, developing the next generation of business leaders in Malta will take more than traditional succession planning. It requires a cultural shift – one that embraces fluid career paths, purpose-driven leadership, human-centred training, and mentorship built on dialogue. As Gen Z continues to reshape the workplace, it’s up to today’s leaders to meet them where they are – and guide them to where they can go.