'Gen Z won't work that way': Leadership expert calls out the conventional management strategy with a very short shelf life

In today’s workplace, the rules of leadership are being rewritten—and Gen Z is leading the charge. Brené Brown, bestselling author and research professor at the University of Houston, calls out fear-driven leadership as a tactic that simply won’t fly with younger workers. Speaking on The New York Times’ podcast The Interview, she explained, “Fear has a very short shelf life,” adding, “I think we have a new generation of people who won’t work that way. The Gen Z-ers, you’re not going to lead them with fear for very long”.

The Fear Factor Isn’t Sustainable
Brown’s insights come from years of consulting with CEOs on what she terms “courageous leadership.” While fear-based strategies might drive short-term results, they crumble under sustained pressure. Her findings align with data from a 2025 Gen Z and Millennial Survey by Deloitte, which reveals that Gen Z expects managers to offer guidance, mentorship, and support rather than intimidation. The survey found that more than one-third of Gen Z workers prioritize job satisfaction over paycheck size.

Radical Transparency and Compassion as Tools for Success
As workplaces evolve, so too must leadership approaches. Brown encourages managers to shift from control and pressure to empathy and collaboration. For example, thanking employees for their effort even when projects don’t succeed builds trust and resilience. “We see a very compelling, persuasive, strong correlation between courageous and daring leadership and performance,” she told CNBC Make It.

This sentiment is echoed by Amanda Schneider, founder of ThinkLab, who at a TEDxFargo event highlighted that many Gen Z workers would prefer to change jobs annually rather than stay locked into traditional career paths. “Work is broken,” Schneider bluntly stated, emphasizing the need for radical transparency, flexible working norms, and genuine inclusion.

From ‘Phygital’ to Inclusive Workspaces
Gen Z’s comfort navigating between physical and digital work environments has further shifted expectations. Schneider describes this seamless relationship as “phygital,” urging companies to rethink communication, rhythms, and productivity around employee well-being rather than location. Inclusion is another non-negotiable—young workers want to be heard and actively engaged, not placated.

Leadership rooted in fear is becoming obsolete. With younger workers favoring support, authenticity, and purpose, companies must adapt or risk losing talent. Brown’s advice to leaders is simple yet profound—practice compassion, invite transparency, and build trust through shared challenges rather than control.