Background: By 2025, Generation Z is expected to constitute a substantial share of the global workforce. As a result, leaders will increasingly be confronted with this generation. Given Generation Z’s distinct expectations and needs, questions arise as to how leaders respond to and experience this generation in practice. Moreover, the industrial sector is rarely associated with the expectations and traits typically linked to Generation Z, which further increases the relevance and timeliness of this topic.
Purpose: The purpose of this study is to understand how leaders within industrial companies adapt their leadership to meet the needs of Generation Z. The aim is to provide insight into how leaders approach and lead this new generation. The study investigates leadership in relation to Generation Z and how leadership practices are applied in order to address the generation’s expectations and needs. By highlighting the perspectives of leaders, the intention is to contribute with knowledge that can serve as a foundation for industrial companies in their ongoing efforts to develop leadership practices and integrate a new generation into the workplace.
Theoretical Framework: The theoretical framework encompasses leadership and leadership styles; Generation Z; motivation and work-life balance; communication and technology. The leadership styles discussed include transformational, situational, and relationship-oriented leadership.
Method: A qualitative method in the form of semi-structured interviews was used in this study. An abductive approach was applied, meaning that empirical data influenced theory development and vice versa. The theoretical framework was thus partly developed based on the collected empirical material, through which relevant theories emerged. In the study, leaders within the industrial sector were interviewed.
Conclusion: The study shows that leaders in the industrial companies adapt their leadership to Generation Z through a situational- and relationship-oriented approach. While adaptations are primarily made on an individual basis, common patterns in communication, motivation, and relationship-building indicate that Generation Z’s values do influence leadership practices. The leadership role is increasingly characterised by empathy, clarity, and meaningful communication, yet remains shaped by organizational frameworks that require a pragmatic balance. Generation Z’s expectations thus challenge established structures and drive the development toward a more inclusive and dynamic form of leadership.