Over 25 years, directive, autocratic leadership has been replaced by democracy. By dialogue and feedback. By showing authenticity and giving autonomy. This is hardly news. What has changed is the extent to which executives will need these qualities if they are to retain and grow their new gen successors.

“We need to unlearn, and relearn from the new generation,” says İrem Yüksel, Managing Partner of Amrop Türkiye and the CIS. Anna Bonde, Managing Partner of Amrop Sweden, agrees that current leaders must adapt - if the leadership fundamentals hold true. This won’t be easy, admits Clarisa Vittone, Managing Partner of Amrop Argentina. “They belong to their own generation, with its own characteristics.”

She compares leading the new gen to a fast-moving river. The new gen will doggy-paddle towards the boss if s/he agrees to join them in the torrent. Mansour Abdulghaffar, Managing Partner of Amrop Saudi Arabia adds: “The younger generation is concise. Corporates are verbose. Both sides need to meet in the middle.”

Neurodiversity is another example. “We must enable executives to be more sensitive to these arising phenomena, and address them in a way that's not perceived as offensive, but supportive and embracing. Not always easy,” says Jeff Rosin, Managing Partner of Amrop Rosin in Canada and an Amrop Board Member. Marko Mlakar, Managing Partner of Amrop Adria, agrees. “Managing today is not only about Gen Z, but the whole complexity of a changed world.”

Tarunesh Madan, Co-Managing Partner of Amrop India, is confident that some leaders in their early 50s can flex to a clear case for deliberate disruption. “They focus on empowering younger leaders. They acknowledge that some things don't come naturally to them. Thinking digital first, for example. And without biases.”

This is an architectural matter. Mansour Abdulghaffar: “Generation Alpha might have 30 jobs in their lifetime. If the career lifecycle keeps shrinking, how can companies plan talent strategy the way they did?” He is particularly concerned about retaining new gens long enough to see the returns on their investment in developing them. Tarunesh Madan adds: “If you tell them: this is our traditional bureaucratic structure, your role will be housed here, and you'll report into one senior legacy leader, they disengage.” For İrem Yüksel, good organization design translates into good leadership. “Psychological safety. Authenticity. A coaching mindset. High‑pressure management paralyzes this generation.” Clarisa Vittone asks clients to name their desired culture. Do they see any divergence with the culture emerging with the new entrants? “They can describe behaviors - especially among Gen Z - but not yet the culture itself. That is fine. We encourage a discovery mindset.”

Temple or sandcastle? Culture is a matter of trust

Cultural cohesion requires faith and loyalty. Today, neither can be assumed. “Multinationals rely on reporting and control. Young people aren’t structured that way,” says Marko Mlakar. Leaders must expect interrogation from younger employees demanding 'sustainable capitalism', says Mansour Abdulghaffar. “This links to wise leadership. If you focus only on shareholder returns at the expense of employees, you’ll lose them.” Some constructive pushback is desirable (within reason). “Many great ideas come from people who ask, “Why do we do it this way.” İrem Yüksel agrees. “Leaders should manage from the center, reaching all generations in a diverse way and hearing everyone’s thoughts.”

But virtuality is getting in the way. “In person, trust can develop naturally and fast,” says Clarisa Vittone. “When upcoming leaders are asked what they miss if they are physically apart from their role models, the answer is "trust." ” İrem Yüksel views intrapreneurial tasks as markers of trust. “When we give them room to implement an idea, they engage far more.” But trust works both ways, warns Clarisa Vittone. “Without trust, there is no promotion.”

Individualized coaching and mentoring are among the most effective ways to activate new gens' leadership potential. Yet they remain underused in daily practice.

"Articulate your ideal vision of the new gen, and reconcile it with who they really are," advises Clarisa Vittone, who works with boards and senior management. "Coaching is not only about listening, but detecting and voicing gaps."

Reverse mentoring – new gens guiding senior leaders through digital change and diversity – is well established. But Anna Bonde, a longstanding mentor in Amrop's global program, argues for something more reciprocal: structured mutual mentoring "between the generation soon to be pushed out of the job market and the one trying to get in." Jeff Rosin agrees. 
"Many companies do this around succession planning. But it's even more important to figure out how to truly develop the next cohort – and expose them to things beyond their own peer group."

What makes a good mentor? "Open-mindedness. A good communicator," says Bonde. "The ability to inspire, be a role model, and transfer knowledge without patronizing. Seniors need to show a little humility toward what the younger generation brings."