Move Over Millennials, There’s a New Kid in Town and Leaders Need to Catch Up

Shaun Adrian Harper, CEO and Founder of People Centric, explores how Gen Z is reshaping GCC workplaces and why leaders must evolve their mindset and leadership approach.

| Written by Shaun Adrian Harper

Gen Z's fresh perspectives and commitment to open communication are reshaping workplace dynamics.

For years, leaders across the GCC have been trying to crack the Millennial code.

How do we motivate them?How do we retain them?How do we keep them engaged?

Just as organisations finally began adjusting, Gen Z entered the workforce and they are not interested in following old leadership playbooks.

At People Centric, we hear the same question repeatedly in leadership sessions, often followed by a weary sigh. “So, how do we manage Gen Z?” It is usually accompanied by familiar refrains. They are entitled. They are impatient. They do not want to put in the hard yards. They expect rapid progression and immediate rewards.

We also hear stories that once felt unthinkable. Parents contacting HR to attend interviews with their children. Parents calling after tough early career feedback to seek clarification. Managers feel stunned. Senior leaders feel frustrated. And yes, these moments can feel unusual.

But the real story is not that Gen Z is the problem. These moments reflect a generation shaped by a different upbringing, a different world, and different expectations around support, communication and feedback.

The real challenge is not Gen Z. It is that many organisations are still trying to lead the future using habits built for the past.

Gen Z Isn’t Entitled. They’re Unfiltered

Let’s start with the word that comes up most. Entitlement.

Older generations often interpret Gen Z’s expectations as arrogance. What we are actually seeing is a generation shaped by instability. They grew up watching global recessions, a pandemic that shut down the world, industries disrupted overnight, and technology that redefined career stability.

This is not a generation that assumes stability is guaranteed. They approach work with questions.

Is this worth my time? Will I grow here?

That is not entitlement. It is awareness. Deloitte’s global Gen Z research consistently shows that purpose, development and wellbeing now drive engagement more than salary or status alone.

In the Gulf and wider Middle East, this shift feels sharper because many organisations still operate within deeply hierarchical structures, seniority based progression and command focused leadership styles. Gen Z does not naturally align with this model. They seek leaders who coach instead of command, value transparency over formality, and invite voice rather than silence.

Tension is inevitable. But tension does not mean dysfunction. It signals transformation.

Gen Z is not a leadership problem to solve. They are a signal that leadership itself must evolve toward more human, transparent and future ready ways of working.

So What Does Gen Z Bring to the Workplace?

1. Digital Speed

Gen Z does not adapt to technology. They assume it. In a region investing heavily in AI, smart cities and innovation driven economies, Gen Z is not a distraction. They are a competitive advantage waiting to be unlocked.

2. Purpose Driven Energy

Gen Z wants work that matters. In a region shaped by national visions, economic diversification and bold transformation agendas, purpose is not a buzzword. It is the future. They want to understand how their work contributes to a bigger story.

3. A New Standard for Culture

Gen Z will not tolerate toxic workplaces. They are more open about mental health, wellbeing and inclusion than any generation before them. Some leaders interpret this as weakness. In reality, it is a wake up call. The real question is no longer whether people can perform under pressure. It is whether your culture develops people or burns them out.

Gen Z is not difficult. They are revealing. They expose outdated management styles, unclear organisational purpose, leadership that relies on authority instead of trust, and cultures built on compliance rather than commitment.

This generation will not remain in environments that refuse to evolve. In the GCC, where competition for talent is intense, organisations cannot afford that risk.

So How Do Leaders Get the Best Out of Gen Z?

At People Centric, after more than 18 years partnering with leaders across the Middle East, we believe the real question is not “How do we manage them?” It is “How do we lead them?”

Here is what works.

1. Drop Command and Control

Gen Z does not respond to hierarchy alone. They respond to clarity, outcomes and collaboration.

2. Make Feedback Frequent

Annual reviews feel outdated. Short, regular check-ins build trust and learning faster than formal evaluations.

3. Link Work to Impact

Do not just assign tasks. Explain how the work contributes to wider goals. Purpose fuels performance.

4. Accelerate Development

Gen Z does not prioritise perks. They prioritise progress. Mentoring, stretch assignments and visible growth pathways matter deeply.

5. Listen Before Labelling

If you want innovation, do not silence the most future focused voices in the room. Invite their perspective and take it seriously.

The Leadership Shift Ahead

At People Centric, one thing has become clear after nearly two decades working with leaders across the Middle East. This region has never lacked ambition. But the next era of leadership will not be defined by hierarchy or control. It will be shaped by what we call Leadership 5.0. Leadership that is human centred, future focused, and built on the ability to coach, connect and create cultures where Gen Z can thrive.

Gen Z is not perfect. But they are the future workforce of this region. The organisations that succeed will be those willing to evolve quickly enough to meet the future that is already walking through their doors.