2026年Z世代与千禧一代调查报告

2026GenZandMillennialSurvey

ProgressonTheirOwnTerms

DeloitteGlobal2026GenZandMillennialSurvey

ALetterfromElizabethFaber

WhenDeloittestartedthisresearch15

yearsagoas“TheVoiceofMillennials”,

millennialswereenteringtheworkforce

inlargenumbersandchallenginglong-

standingassumptionsaboutworkandtheemployer-employeerelationship.AsGenZsbegantoentertheworkforcefiveyearslater,weexpandedourscopetoinclude

theiruniqueperspectives.Now,asthesegenerationsincreasinglybecomeparentsandcaregiversathomeandmanagersandleadersintheworkforce,Deloitte’sGlobalGenZandMillennialSurveycontinuestoexaminehowtheythinkaboutwork,life,andleadership.

Thisyear,thereportreflectstheviewsofmorethan22,500GenZs(bornbetween1995and2007)andmillennials(born

between1983and1994)across44

countries.Italsoincludesinsightsfrom

businessleadersacrossmarketsbasedonqualitativeinterviews.

Overthepast15years,thesegenerationshavechangedworkintangibleways:Drivinganevolutioninleadershipandworkplace

culture;normalizingflexibleandhybrid

work;advancingmoreopenconversationsaboutmentalhealth;andelevatingpurposeandvaluesasvisiblefactorsincareer

decisions.

Butwhileexpectationshaveshiftedandnormshaveevolved,somestructural

realitieshavebeenslowertofollow.Inthefaceofeconomicpressure,risingcosts

ofliving,housingconstraints,geopolitical

instability,andrapidtechnologicalchange,manyGenZsandmillennialsarechoosingtosequenceambition—investingfirst

inskills,stability,andwell-beingbeforecommittingtorolesorpathsthatfeelunsustainable.

Thesegenerationscameofageduringaperiodmarkedbyrepeateddisruption.

Thoseconditionsdidmorethanshape

attitudes;theyalteredtimelines.Traditionalmilestones—buyingahouse,startinga

family,steppingconfidentlyintosenior

leadership—havebecomehardertoreachandoftencomewithgreatertradeoffsthanpreviousgenerationsfaced.

Despiteexternalpressures,manyGenZs

andmillennialsaremaintainingapositive

outlook.Bothgenerationsaremore

optimisticabouttheirpersonalfinancial

futuresthanaboutthebroadereconomy.

Theyareactivelyreshapingtheircareers

throughcontinuouslearningandskill

development.Theylargelyseethe

proliferationofAIasanaccelerant,nota

threat,expectingittofreeupmoretime,

improveoutput,opennewpathsforgrowth,andcreatenewopportunitiesforentry-levelworkers—butmanyalsofeelthattheyareadaptingtoAIfasterthantheir

organizations.Andforthesegenerations,purposeremainscentral:Morethan

ninein10sayitisimportanttotheirjob

satisfaction,andmanyarealreadyworkinginrolesalignedwiththeirvalues.

Thedatapointstoaneedtoredefine

leadership.Interestinmanagementand

seniorrolesishighamongGenZsand

millennials,butit’snotthepriorityformost,asleadershipcontinuestobeassociated

withburnout,unsustainableworkloads,andinsufficientsupport.Ratherthanrejecting

leadershipoutright,GenZsandmillennialsaresignalingthattheoldmodelnolonger

works.Theyarewillingtolead,butthey

wanttodosoinenvironmentsthatprioritizeflexibility,wellbeing,andmeaningfulimpact.

Thesegenerationswanttobuilddurablefoundationsbeforemakinglife-defining

moves.Theyareseekingstabilitybeforecommittingtomajordecisions.Andtheirambitionistemperedbyademandfor

amanageableworkload,clearsupport,

andachievablepathwaystosuccess.Theyarechoosingwhatissustainable,not

performative,andaligninglifechoiceswithrealisticconditionsratherthantraditionaltimelines.

This15thanniversaryreporttellsacomingofagestorynotofdelay,butofdiscernment.GenZsandmillennialsareadaptingto

aworldthathasdemandedresilience

earlyandoften.Theyaremovingforwardthoughtfully,selectively,andontheirownterms.Howtheynavigateuncertainty—

howtheydefinesuccess,weightradeoffs,andengagewithemployers—willhelpsetthenormsGenAlphasencounterastheybeginenteringtheworkforceinafewyears.Thisunderscoresabroaderreality:What

generationsneed,want,andexpectfrom

workwillandshouldcontinuetoevolve.Meetingthatrealityrequiresdynamicmodelsthatareconstantlyadapting.

Itismyhopethatorganizationswillusetheseimportantinsightstohelpcreateworkplacesthatcankeepupwiththe

paceofevolvingneeds,priorities,and

expectations,andenablepeople,acrossgenerations,tothriveontheirownterms.

ElizabethFaber

DeloitteGlobal

ChiefPeople

&PurposeOfficer

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DeloitteGlobal2026GenZandMillennialSurvey

ExecutiveSummary

Financialpressureisshapingbothpersonalandprofessionaldecisions

Forthefifthconsecutiveyear,costoflivingisthetopconcernforGenZsandmillennials,farsurpassingothersocietalandworkplaceconcerns.Financialstrainhasbecomea

definingfeatureofhowthesegenerations

work,live,andplanforthefuture.Nearly

halfofrespondentsreportlivingpaychecktopaycheck.Amajority(69%ofGenZsand64%ofmillennials)saythattheavailabilityoraffordabilityofhousinghasadirectimpactontheircareerdecisionsandwherethey

canwork,and51%ofGenZsand40%ofmillennialssaytheycannotaffordtoownahouse.

MorethanhalfofGenZs(55%)and

millennials(52%)saytheyaredelaying

majorlifedecisions,suchasmarriage,

startingafamilyorbusiness,orfurtheringeducation,duetotheirfinancialsituation.

Despitethesepressures,optimismpersists,particularlyamongGenZs:53%expect

theirpersonalfinancialsituationtoimproveoverthenextyear,comparedwith45%ofmillennials.

Leadershipambitionsareconditionalasmanyconsiderthetradeoffs

Consistentwithlastyear’sfindings,only6%ofGenZsandmillennialssayachievinga

leadershippositionistheirprimarycareergoal.Amongthosewhoarenotprioritizingleadershiproles,themostcitedbarriers

areperceptionsofstressandburnout,

excessiveresponsibility,andconcerns

aboutwork/lifebalance.Whenaskedabouttheiridealcareerpath,mostfavorsteady

progressoverfast-pacedadvancement.Just25%ofGenZsand21%ofmillennialspreferrapidpromotionsandtitlechanges,while

othersarewillingtomakelateralmovesorstepbacktogaintheexperiencetheybelievewillsupportlong-termsuccess.

Thisreflectscautionaboutthetradeoffsleadershipmaypresent,notalackof

ambition.Overthecourseoftheircareers,76%ofGenZsand67%ofmillennialssaytheyareinterestedinpursuingseniororexecutiveleadershiproles.Beyondhighercompensation,theconditionsthatwouldmakeleadershipmoreappealingincludeflexibleworkarrangementsandgreater

clarityaboutthepathstoleadership

withintheirorganizations.Together,thesefindingssuggestthattraditionalleadershipmodelsaremisalignedwithexpectationsaroundwell-being.Regardlessofwhethertheycurrentlyholdleadershiproles,69%ofGenZsandmillennialsbelievethey

havethepowertodrivechangewithin

theirorganization,suggestingthateven

whenindividualspostponeleadership

rolesormajorcareermoves,theystillseethemselvesascontributorswhocanshapeoutcomesfromwheretheyare.

Adaptabilityisnowacorecareercapability

Whileuncertaintyhasslowedsomemajordecisions,ithasacceleratedhowGen

Zsandmillennialsinvestintheirown

employability.Theyarerespondingto

rapidworkplacechangebyprioritizing

skillsdevelopment,continuouslearning,

andinnovativetoolssuchasAI.Asaresult,adaptabilityhasbecomeacorecareer

capability,onethatenablesthemtoremainrelevantandresilientamidconstantchange.

DeloitteGlobal2026GenZandMillennialSurvey

ExecutiveSummary

AIadoptionisacceleratingfasterthanorganizationalreadiness

AIadoptionisnowmainstream.Nearly

three-quartersofGenZs(74%)and

millennials(74%)reportusingAItosome

extentintheirday-to-daywork,asharp

increasefromthe57%ofGenZsand56%ofmillennialswhosaidthesameayear

ago.AI’sroleextendsbeyondproductivity,withmanyalsousingitasatoolforwell-

beingandgrowth.RespondentsareusingAItoidentifylearninganddevelopment

opportunities(79%ofGenZsand

millennials),seekcareeradvice(72%ofGenZsand69%ofmillennials),andcopewith

workrelatedstress(67%ofGenZsand65%ofmillennials).

Despitewidespreaduse,manyGenZs

andmillennialsfeeltheirorganizations

arenotprepared.Thesystems,tools,andtrainingtheyrelyonarelaggingbehind

individualAIadoption.Lackofknowledgeandexperienceisthemostcitedbarrier

toeffectiveAIuse.Aroundone-thirdof

respondentsdonotbelievetheiremployerissufficientlytrainingemployeesonthe

capabilities,benefits,andvalueofAI,andaround30%saytheiremployerisnot

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preparedforthechangesthatAIwillbring.

Mentalhealthisimproving,butstressremainsembeddedineverydaywork

Overallmentalhealthistrendingupward.

Sixty-threepercentofGenZsand66%ofmillennialsnowratetheirmentalhealthasgoodorextremelygood,upfrom52%and58%,respectively,in2025.Stress,however,remainsabaselineexperience.Roughly

one-thirdreportfeelinganxiousorstressedmostorallofthetime,drivenbyfinancial

pressuresandworkplacefactorssuchas

longworkinghours.Theproliferationof

digitaltoolsandplatformsaddstothis

strain:MorethanhalfofGenZs(58%)andmillennials(54%)reportexperiencingdigitalfatigue,feelingoverwhelmedbyconstantalertsandtheneedtonavigatemultiple

toolsandplatforms.Ratherthaneasingworkloads,digitalcomplexitycanintensifyfeelingsofpressureandfragmentation

throughouttheworkday.

Whilethereiscertainlymoreworktodo,

thisyear’sdatarevealsmeaningfuland

sustainedprogresstowardssupportive

workenvironments,whereemployerstakethementalhealthofemployeesseriously

andhavepoliciesinplacetohelp,andwherepeoplefeelmorecomfortablespeakingwiththeirmanagersaboutmentalhealth.

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DeloitteGlobal2026GenZandMillennialSurvey

ExecutiveSummary

Purposeandconnectiondefine

theidealworkplaceandinfluenceretention

Nearlyallrespondents(96%ofGenZs

and97%ofmillennials)saythathavinga

senseofpurposeatworkisimportanttotheiroveralljobsatisfactionandwell-being.Andthisisbackedbybehavior:About40%ofrespondentshaverejectedapotential

employerbasedontheirpersonalethicsorbeliefs,and68%ofGenZsand72%ofmillennialssaytheircurrentjobenables

themtomakeameaningfulcontributiontosociety.

Socialconnectionalsoplaysanimportant

role.Roughlytwo-thirdsofrespondents

inbothgenerationssaytheyhaveatleast

oneclosepersonalfriendatwork.Those

withcloseworkplacefriendshipsaremorelikelytoplantostaywiththeirorganizationlonger.AmongGenZs,thosewithclose

workplacefriendshipsare15pointsmore

likelytostaywiththeirorganizationformorethanfiveyears(48%vs.33%).Thistrend

isevenstrongeramongmillennials:Thosewithcloseworkplacefriendshipsare18

5

pointsmorelikelythanthosewithouttosaytheyplantostaywiththeirorganizationformorethanfiveyears(61%vs.43%).

Asamajorgenerationaltransition

approaches,preservingknowledgeiscritical

Aslargenumbersofbaby-boomerand

olderGenerationXworkersapproach

retirement,organizationsfacegrowing

riskaroundknowledgecontinuity.Only

abouthalfofGenZsandmillennialssay

theirteamscouldmaintainperformance

ifakeyexpertlefttomorrow,citinglimitedincentivesforknowledgesharing,lackof

time,andhighturnoverasbarriers.Atthesametime,GenAlphaswillbeginentering

theworkforceinafewyears,prompting

leaderstoviewthechallengeasaleadershipandworkdesignchallenge—preserving

institutionalknowledgewhilecreatingrolesthatdeliberatelybuildhumanjudgment,

influence,andcollaborationinanAI-poweredworkplace.

.

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DeloitteGlobal2026GenZandMillennialSurvey

TableofContents

1:The‘MaybeLater’Reality:FinancialPressureandDelayedDecisions

2:Leadership,Reconsidered

3:ContinuousLearningandAdaptabilityasaCareerStrategy

4:AIandtheReadinessGap

5:Well-beingasInfrastructure

6:TheIdealWorkplace:WherePurposeandConnectionConverge

7:TheFutureThey’rePreparingFor

8:Researchmethodology

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<ReturntoTableofContents

DeloitteGlobal2026GenZandMillennialSurvey

The‘MaybeLater’Reality:FinancialPressureand

DelayedDecisions

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DeloitteGlobal2026GenZandMillennialSurveyChapter1

The‘MaybeLater,Reality:FinancialPressureandDelayedDecisions

Acrossthedata,financialpressureemergesasthecentralforceshapinghowthesegenerationsthinkaboutwork,stability,andthefuture.Itistheconstantbackdropagainstwhichcareerandlifedecisionsaremade.Forthefifthconsecutiveyear,costoflivingstandsoutasatopconcern,citedby38%ofGenZsand42%ofmillennials,farexceedingworriesaboutcrime,unemployment,theenvironment,or

geopolitics.

Thispersistencereflectsanewnormal.Costoflivingconcernshavebecomeadefiningfeatureof

everydaylife,givingrisetoathemethathasunfoldedoverthepast15yearsofthissurvey—thestoryofthe“maybelater”generations.Thesearegenerationswhoareambitiousandengagedbuthave

hadtopostponemajorpersonalandprofessionaldecisions:MorethanhalfofGenZs(55%)and

millennials(52%)saytheyhavedelayedmajorlifedecisions,suchasmarriage,startingafamilyor

business,orfurtheringeducation,becauseoftheirfinancialsituation.Amajority(69%ofGenZsand

64%ofmillennials)saythattheavailabilityoraffordabilityofhousinghasadirectimpactontheircareerdecisionsandwheretheycanwork,and51%ofGenZsand40%ofmillennialssaytheycannotaffordtoownahouse.

Thosewhohavedelayedmajorlifedecisions,suchas

marriage,startingafamilyorbusiness,orfurthering

educationbecauseoftheirfinancialsituation

GenZsmillennials

55%52%

Q:Thinkingaboutyourfinances,towhatextentdoyouagreeordisagreewiththe

followingstatements?

Topconcerns

CostoflivingCrime/personalsafetyUnemployment

Mentalhealthof

mygenerationPoliticalinstability

GenZs38%19%19%18%16%

Climatechange/protectingHealthcare/disease

CostoflivingCrime/personalsafetyPoliticalinstabilitytheenvironmentprevention

millennials42%19%18%18%17%

Q:Ofthefollowingissues,pleaserankyourtopthreeconcernswithyourfirstselectionbeingtheissuethatisMOSTconcerning.

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DeloitteGlobal2026GenZandMillennialSurveyChapter1

The‘MaybeLater,Reality:FinancialPressureandDelayedDecisions

Financialvulnerabilityisarealityformanyrespondents,buttherearesignsofhopeandimprovement.Fifty-threepercentofGenZsand45%ofmillennialsexpecttheirpersonalfinancialsituationto

improveoverthenext12months,upfrom49%and41%,respectively,in2025.Lastyear,52%ofbothgroupsreportedlivingpaychecktopaycheck:Thisyear,thathasdecreasedto47%forbothGenZs

andmillennials.Andwhile34%ofGenZsandmillennialsstillsaytheystruggletopayalloftheirlivingexpenseseachmonth,thisisdownfromthe37%ofGenZsand35%ofmillennialswhosaidthesamelastyear.

Percentagewhoagreewiththefollowingstatementsaboutfinancialsecurity

millennials

40%

Istruggletopayallmylivingexpenses

eachmonth

Icannotaffordtoownahouse

Ilivepaychecktopaycheck

millennials

millennials

47%

47%

34%

34%

51%

GenZs

GenZs

GenZs

Q:Thinkingaboutyourfinances,towhatextentdoyouagreeordisagreewiththefollowingstatements?

DeloitteGlobal2026GenZandMillennialSurvey

$

Whenaskedtoreflectonthecostoflivingandfinancialconcerns,GenZsandmillennialssaid…

“Costoflivingismybiggestconcernbecausepricesarebeingraisedwhilesalariesarenot,causingeconomicdamage,andalossoftheabilitytobuywhatwewant”

–Khalil,millennial

“MyhusbandandIbothmakeoversixfigureseach,butourbuyingpowernowversusafewyearsagoisjustnotevenclosetothesame.Ourincomehasincreased,butthethoughtofbeingabletobuya

houseisjustnotfeasiblewithinterestratesand

thingslikethat.We’dbespendingwaymoreonlesshouserightnow”

–Rukaya,GenZ

“Thecostoflivingisasignificantconcernbecauseitdirectlyaffectsmyabilityto

meetessentialneedslikehousing,food,

andtransportation.Whencostsrisefasterthanincomeitstrainsourbudgets,reducesourabilitytosave,andlimitsdiscretionaryspending”

–Tymon,GenZ

“Mynumberoneconcernisthecostofliving.Thecostofhomeshavegoneupsomuch,especiallytogetonethatisinanice,safeneighborhood…it’salmostoutofreach.So,it’sreallydisappointing.Employersarenotpayingevenclosetothecostofliving.WhenIseejobsadvertisedonlineinmycity,thesalariesdon’tmatchwhatitcoststolivehere.Peoplecan’tliveoffthesesalaries.AndI’mnottalkingaboutbeingabletoaffordluxuryitems.I’mtalkingaboutsimplyroomandboard,groceries,andothereverydayitems,andifthere’sanythingleftoverforsavings.It’sveryhardforpeopletosavebecause

they’respendingalltheirmoneyonhousing”

–Mel,millennial

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DeloitteGlobal2026GenZandMillennialSurveyChapter1

Takeawaysforbusinessleaders

FinancialpressurecontinuestoshapehowGenZsandmillennialsthinkaboutwork,stability,andlong-termdecisions,makingcostoflivingandfinancialsecurityanenduringtalent

consideration.Whiletherearesignsofgradualimprovement,housingaffordabilityand

everydayexpensesstillinfluencewherepeoplecanworkandhowwillingtheyaretomake

longer-termcommitments.Organizationsthatrespondwithcompetitivepayandbenefits

thathelpaddressfinancialconstraints,suchashousingorrelocationsupport,studentdebt

assistance,orgreaterchoiceinhowrewardsareallocated,maybebetterpositionedtoattractandretaintalent.

Thesepressuresalsoplayoutinwhere,when,andhowworkisdone.Housingcosts,

commutingexpenses,andcaregivingresponsibilitiesdirectlyshapecareerchoicesand

mobility,ofteninwaystraditionalworkmodelsfailtoaccommodate.Clear,consistent

approachestolocationflexibility,hybridwork,andschedulingcanmeaningfullyexpand

employees,optionsandreduceunnecessarytradeoffs.Equallyimportantisacknowledgingfinancialpressureopenlyandnormalizingtheseconversationsratherthanleavingemployeestomanagethemquietly.Asfinancialpressuresshapeeverydaydecisions,targetedemployersupportcanhelpdrivemeaningfulgainsinengagement,retention,andperformance.

<ReturntoTableofContents

DeloitteGlobal2026GenZandMillennialSurvey

Leadership,Reconsidered

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DeloitteGlobal2026GenZandMillennialSurveyChapter2

Leadership,Reconsidered

“MillennialsandGenZsverymuchwanttheopportunityto

haveawholelifethat’snotjustaboutclimbingacorporate

ladder.Theyvaluewell-being.They’veseenthepeoplewhoareraisingthem,they’veseentheworld,andtheyhavealotmoreaccesstoinformation.Theywanttoenjoylife.That’swhattheyvaluemore”

-MeganKornsRussell,integratedmarketingand

communicationsexecutiveandadjunctprofessorforTexasChristianUniversity(TCU)andUniversityofDallas

GenZsandmillennialsaremakingcareerchoicesthatprioritizelong-termfitovershort-term

advancement.Progressisnolongermeasuredsolelybyhowhighorhowfastoneclimbs,butby

whetherthatclimbissustainable.Ratherthanpursuingtraditional,linearadvancement,these

generationsareresequencingcareers—prioritizingbalance,autonomy,andtheabilitytoadaptwithoutburningout.

Whenaskedabouttheiridealcareerpath,44%ofGenZsand45%ofmillennialssaytheyprefersteadyprogress,comparedwithjust25%ofGenZsand21%ofmillennialswhofavorfast-pacedgrowth

markedbyrapidpromotionsortitlechanges.Roughly20%ofbothgenerationswouldbewillingtomovelaterallyoracceptamorejuniortitletogaintheexperiencetheybelievewillsupportlong-termsuccess.Formost,progressmeansmovingforwardinwaysthatfeelmanageableandrealistic:Maintaininga

goodwork/lifebalance,achievingfinancialindependence,andjobstabilityarethemostcommonlycitedprimarycareergoals.

HowGenZsandmillennialsthinkabouttheircareerpaths

Iseeksteadyprogress

Iseekfast-pacedgrowth(promotions,title,salary)

Iamwillingtomovelaterallytofindtherightrole

Iprioritizeflexibilityandpurposeovertitleorspeedofadvancement

Iamwillingtoacceptamorejuniortitletogainexperienceandfindtheright

long-termrole

GenZsmillennials

44%

46%

25%

21%

12%

13%

11%

14%

9%7%

Q:Whichofthefollowingbestreflectshowyouthinkaboutyourcareerpath?

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DeloitteGlobal2026GenZandMillennialSurveyChapter2

Leadership,Reconsidered

Thisshiftinhowprogressisdefinedisespeciallyevidentinhowleadershipfitsintocareerpriorities.

Consistentwithlastyear,sfindings,whenaskedabouttheirprimarycareergoal,only6%ofGenZsandmillennialssayachievingaleadershippositionistheirtoppriority.

Thereasonsaretelling.Amongthosewhoarenotprioritizingleadershiproles,themostcommonly

citedbarriersarestressandburnout(50%ofGenZsand49%ofmillennials),excessiveresponsibility(50%ofGenZsand48%ofmillennials),andconcernsaboutwork/lifebalance(41%ofGenZsand46%ofmillennials).Leadership,asitiscurrentlyexperienced,isoftenassociatedwithsignificantwell-beingtradeoffs,leadingmanyGenZsandmillennialstoquestionwhetheritisworththecost.

Atthesametime,delayingleadershipdoesnotequatetodisengagementoradiminishedsenseof

agencyamongthesegenerations.Regardlessofwhethertheycurrentlyholdleadershiproles,69%of

GenZsandmillennialsbelievetheyhavethepowertodrivechangewithintheirorganization,citing

employersthatactivelyseekemployeeinputandincorporatefeedback.Onlyaboutone-quarterofeachgenerationsaydecisionsarelargelytopdownandthatemployeefeedbackisrarelyactedupon.This

suggeststhatevenwhenindividualspostponeleadershiprolesormajorcareermoves,theydonotseethemselvesaspowerlessorperipheral,butascontributorswhocanshapeoutcomesfromwhere

theyare.

“It’sinterestingthatsofewareprioritizingleadership,butIdonotthinkthatitmeans‘noonewantstolead.’It’sjustnottheonlythingthatmatterstothem.Manyemployeesnolongerseeleadershipastheonly,oreventheprimary,waytomakean

impactorberecognized.Itsuggestsashiftinhowleadershipandcontributionsarevalued”

-NicScoble-Williams,GlobalFutureofWorkLeader,Deloitte

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DeloitteGlobal2026GenZandMillennialSurveyChapter2

Topreasonsfornotpursuingleadershiproles

Stress/burnout

Toomuch

responsibility

Lackofwork/

lifebalance

GenZs

50%

50%

Toomuch

41%

Lackofwork/

millennials

Stress/burnout

responsibility

lifebalance

49%

48%

46%

Q:Whatarethetopthreereasonsyouarenotprioritizingaleadershippositioninyourcareer?

“GenZsandmillennialsdon’talwayswanttobeleadersin

thesamewayasboomersorGenX.Leadershiprolesarestillappealing,buttheyneedtoofferflexibility.Whentheyare

weighingwhethertheywantaleadershiprole,theirthinkingisfocusedarounddotheyhaveasenseofsafetyandbelonging,andcantheymaintaintheirqualityoflifeandphysicaland

mentalhealthinthisrole”

-MikeCanning,GlobalChiefStrategyofficer,DeloitteGlobal

Topfactorsthatwouldincreaseinterestinleadershiproles

Highercompensation

Flexiblework

arrangements

Clearerunderstandingofthe

pathtoleadershiprolesin

myorganization

GenZs

53%

42%

36%

millennials

Highercompensation

57%

Flexiblework

arrangements

44%

Clearerunderstandingofthe

pathtoleadershiprolesin

myorganization

35%

Q:Whatwouldmakeyoumoreinterestedinpursuingaleadershiproleinthefuture?

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DeloitteGlobal2026GenZandMillennialSurveyChapter2

“They’relookingforflexibility,balance,andhavinga

connectionbetweentheirpersonalpurposeandtheir

careers.Theywanttheirworktobemeaningful,andtoscale.Sometimesthere’saperceptionthatthat’snotpossibleinaleadershiprolebecauseleadershipisperceivedasbeingmorestructuredordemanding.IthinkGenZsandmillennialswanttobeleadersontheirownterms”

-SoledadAlvaradoGanzhorn,SeniorVicePresident–GlobalHeadofSAPNextGen,SAP

Leadership,Reconsidered

Importantly,thesurveyfindingsdonotreflectarejectionofleadershipaltogether.Interestinleadershipremainshighoverthecourseofacareer:76%ofGenZsand67%ofmillennialssaytheyareinterestedinpursuingexecutiveleadershipa