A new trend is reshaping workplace dynamics: fewer workers want to be managers, and HR needs to take notice and plan for the rise of “conscious unbossing.”

Data shows that a significant number of workers – even those with prior managerial experience – are stepping away from supervisory roles, often citing stress, lack of fulfillment, and minimal rewards. Younger workers, especially Gen Z, are choosing to deepen their expertise rather than manage people, and they aren’t shy about questioning traditional definitions of success.

This growing reluctance, sometimes called “conscious unbossing,” reflects more than just generational preference. It signals a broad reevaluation of what leadership means and what it costs. Managing today’s teams often means juggling unrealistic expectations, tight budgets, and complex workplace dynamics, all for a modest pay increase and fewer boundaries around work-life balance. In many cases, the role of the manager has become a high-stress, low-reward job.

At the same time, current leadership development models are falling short. Most programs are built for senior leaders, not first-time managers or frontline supervisors. Many require time or energy that burned-out workers simply don’t have. Without the right tools or support, it’s no surprise that fewer people are volunteering to lead.

What can HR do?

First, stop treating leadership as the only path to growth. Organizations need to develop parallel tracks that recognize and reward subject matter expertise. Lateral moves, project-based recognition, and innovation awards can offer meaningful progress without requiring someone to manage.

Second, rethink what it means to support managers. Leadership roles must come with real tools, training, peer communities, and mental health resources. When people feel set up to succeed, the appeal of leadership increases.

Organizations must realize this isn’t a rejection of leadership itself, but of outdated leadership structures. People still want to make an impact. They just want to do it in ways that align with their values of collaboration, flexibility, and trust.

HR’s challenge is to rebuild leadership into something people want to do – not avoid. Those who do will attract more intentional, energized leaders. And in the end, that’s a win for everyone.

ASE Connect

Principles & Practices of Supervision – ASE’s flagship leadership courses, Principles & Practices of Supervision I and II teach the skills necessary to excel as a supervisor. Participants learn practical tools and knowledge to use immediately on the job to be more effective. Classes are offered throughout the state and virtually.