Are traditional leadership models still fit for purpose?
The old ‘command-and-control’ approach – where decisions flow from the top and employees follow orders – is being challenged. A new generation of workers, particularly Gen Z, is entering the workforce with different expectations: they want trust, autonomy, purpose, and authentic leadership – but leadership is not something they’re quick to chase.
Enter ‘conscious unbossing’ – a leadership philosophy that’s quietly gaining momentum and helping progressive organisations rethink the very nature of management. This isn’t just a new buzzword. It’s taken on a role as a meaningful response to a generational shift, and managers are starting to pay attention, especially among those companies that want to attract (and keep) Gen Z talent.
What is conscious unbossing?
At its core, conscious unbossing is about intentionally dismantling outdated hierarchical structures and replacing them with more empowering, collaborative, and human-centric ways of working. The concept recognises that leadership should not be about control but about enabling others to lead and innovate.
The term rose to prominence thanks to Novartis, one of the world’s largest pharmaceutical companies. As part of a major cultural transformation, Novartis introduced conscious unbossing to unlock creativity and trust across its workforce. The aim was simple but powerful: reduce bureaucracy, empower teams, and create a culture where everyone feels ownership towards outcomes.
But what makes the approach conscious is its deliberate nature. This isn’t a free-for-all or an excuse for structureless chaos. It’s more of a strategic choice to build a different kind of organisation – one designed to empower employees.
A natural fit for Gen Z
So, why is conscious unbossing particularly relevant now?
Because Gen Z – the generation born between the late 1990s and early 2010s – is reshaping the modern workplace. By 2030, they will make up nearly a third of the global workforce: and they’re not bringing a 20th century mindset with them.
Louise Reed, Solutions Director - Future Skills at Reed Talent Solutions, believes the focus should be on empowering the next generation of workers, stating: "Gen Z brings a unique set of values and expectations to the workplace. To truly harness their potential, organisations must adapt their leadership structures to be more inclusive and flexible, ensuring innovation and creativity can flourish. This shift can empower Gen Z workers, driving sustainable growth and success for the entire organisation."
According to DDI’s Global Leadership Forecast 2025, Gen Z is 1.7 times more likely than previous generations to turn down leadership opportunities to protect their wellbeing, which reinforces the idea that leadership models may need to adapt.
This generation has grown up with instant access to information and global networks. They are digitally-savvy and – perhaps most importantly – deeply driven by their values and ideals. They expect transparency from above, they want to contribute to something meaningful, and they’re not afraid to challenge the status quo.
Gen Z brings a unique set of values and expectations to the workplace. To truly harness their potential, organisations must adapt their leadership structures to be more inclusive and flexible, ensuring innovation and creativity can flourish. This shift can empower Gen Z workers, driving sustainable growth and success for the entire organisation.
Solutions Director- Future Skills, Reed Talent Solutions
They don’t want to be bossed. They want to be trusted. Conscious unbossing speaks directly to these values, building organisations where:
Decision-making is decentralised, so ideas and innovation can come from anywhere.
Managers act as coaches, supporting growth rather than dictating tasks.
Purpose is embedded, connecting everyday work to wider company goals.
Psychological safety is prioritised, so people feel confident voicing opinions.
In short, it’s a model that doesn’t just attract Gen Z talent, it keeps them invested in the business and performing at their best.
Why this matters for businesses
In a tight labour market, where skills gaps prevail and expectations are changing fast, leadership style is no longer a soft issue.
Hybrid working and a strong demand for flexibility, have already reshaped how we operate. Conscious unbossing takes the next logical step: rethinking how we lead.
It’s especially important for sectors that rely on high levels of collaboration and innovation – technology, media, education and professional services are prime examples of this. But the principles apply across all industries. Whether a retail chain or a financial services firm, building a culture of trust and ownership is now vital to staying relevant and resilient.
What it looks like in practice
The principles of conscious unbossing can sound abstract, but in practice, they translate into something much more tangible:
Leaders ask more questions than they answer. Instead of telling teams what to do, they create the conditions for teams to decide how to do it best – fully connected to why it matters.
Feedback flows in all directions. Performance reviews are not top-down exercises but ongoing conversations.
Success is shared. Recognition isn’t just for senior leaders – it’s built into the day-to-day fabric of how people work together.
Some organisations even go as far as removing traditional job titles or flattening reporting structures. Others introduce ‘agile circles’ or project-based teams that operate with a high degree of autonomy. What matters most is the mindset: leadership that enables others to lead without the high levels of stress.
Louise Reed also reiterates that, "as they take on leadership roles, Gen Zers will not only reshape workplace cultures but also establish new benchmarks for success across our global economy."
Making the shift
So, how can businesses begin to embrace conscious unbossing?
Start small
You don’t need to overhaul your entire organisation overnight. Begin with a pilot team or department. Focus on leadership training that prioritises coaching and create mechanisms for listening to what your Gen Z employees want and need.
As they take on leadership roles, Gen Zers will not only reshape workplace cultures but also establish new benchmarks for success across our global economy.
Solutions Director - Future Skills, Reed Talent Solutions
Be clear
Importantly, don’t confuse unbossing with a lack of structure or standards. The most successful examples combine clarity of purpose with distributed leadership. They have systems in place to support autonomy, not restrict it.
Work from the top down
Finally, model the behaviour at the top. If senior leaders don’t live the values of unbossing – openness, humility, trust – it won’t stick or resonate with the rest of the workforce.
The future is unbossed
Many companies only consider changing their leadership models when things start breaking, but conscious unbossing works best when it’s done proactively – not as a last resort.
If you’re serious about building a business that thrives in the future of work, it’s time to start asking a different question. Not how can I lead more effectively? but how can I empower others to lead alongside me?
Ask your Gen Z employees how they want to be led. You might be surprised by how much trust and ownership they’re ready to take on. The future of leadership isn’t about being ‘the boss’, it’s about being brave enough to unboss.
For more information on how to recruit and retain Gen Z talent, speak to a future skills expert at our sister company, Reed Talent Solutions.
