{"id":6061,"date":"2025-07-23T17:50:29","date_gmt":"2025-07-23T17:50:29","guid":{"rendered":"https:\/\/friscotimes.org\/?p=6061"},"modified":"2025-09-20T21:14:11","modified_gmt":"2025-09-20T21:14:11","slug":"millennials-are-officially-the-majority-of-managers-so-get-ready-for-a-combination-of-burnout-buddy-vibes-and-boundary-issues","status":"publish","type":"post","link":"https:\/\/friscotimes.org\/?p=6061","title":{"rendered":"Millennials are officially the majority of managers\u2014so get ready for a combination of burnout, buddy vibes, and boundary issues"},"content":{"rendered":"


\n<\/p>\n

Millennials have officially overtaken Generation X as the largest cohort of managers in the American workforce in 2025. This generational handoff marks more than a demographic curiosity\u2014it\u2019s potentially a major shift in how organizations are led, as millennials have a different management style than their predecessors.<\/p>\n

\n

According to the semiannual Worklife Trends report<\/a> by Glassdoor, millennials became the largest share of the managerial workforce in late June 2025, overtaking Gen Xers, who dominated leadership during the past two decades. At current aging trends, according to projections from Glassdoor lead economist Daniel Zhao, Gen Z will provide a greater share of managers than baby boomers in late 2025 or 2026. Already, Gen Z makes up one in 10 managers.<\/p>\n

Millennials are officially the majority of managers.<\/figcaption>

Glassdoor<\/p>\n<\/div>\n

Since becoming the most populous generation in the labor force in the mid-2010s, millennials have steadily risen through the ranks, propelled by demographic inevitability, retirements among baby boomers, and new attitudes toward organizational leadership. This ascent caps years of warnings and speculation about how millennial values would shape the workplace.<\/p>\n

In an interview with Fortune,<\/em> Zhao said millennials are inheriting a tough situation, but it could be worse. Workers by and large \u201cdon\u2019t feel like they\u2019re in a great situation\u201d right now, but Zhao noted things have not deteriorated for workers since the last edition of the report in January 2025.<\/p>\n

Although Zhao didn\u2019t use this particular Gen Z slang, the state of the workforce that is now majority managed by millennials is mid<\/a>. \u201cAt the very least it doesn\u2019t seem that workers are feeling worse,\u201d Zhao said. \u201cI don\u2019t know if you can call that a silver lining.\u201d<\/p>\n

Millennials managing through the ongoing \u2018burnout crisis\u2019<\/h2>\n

Millennials are widely credited<\/a> with pushing \u201cempathy<\/a>\u201d and \u201cwell-being<\/a>\u201d to the forefront of management culture. They prioritize policies such as remote work, mental-health benefits<\/a>, and boundary-setting\u2014yet there\u2019s a reason millennials stress mental health so much: They are experiencing record levels of burnout<\/a>, stress, and job insecurity themselves, leading some workplace experts to warn of a looming \u201cmanager crash\u201d in 2025. Zhao agreed this lines up with anecdotes in Glassdoor reviews, but not the data in his research.<\/p>\n

Zhao, for his part, writes that the mental-health challenges facing the current workforce show \u201cno signs of abating.\u201d He writes of burnout as an \u201congoing crisis,\u201d with mentions in Glassdoor reviews spiking 73% year over year as of May 2025. \u201cReviews about burnout often refer to the cumulative effect of several years of layoffs and\u00a0understaffing wearing on employees who remain<\/a>.\u201d<\/p>\n

Of course, the term \u201cburnout\u201d became largely synonymous with the millennial generation in Anne Helen Petersen\u2019s viral 2019 Buzzfeed article<\/a> on the subject, which morphed into a book and a deep vein of reporting for years to come. Speaking to Petersen\u2019s thesis, that millennials were born into a culture and climate of constant work from a young age, the average number of direct reports per manager has almost doubled in recent years, piling burnout levels of stress onto the burnout generation, just as they become the majority of managers.<\/p>\n

Zhao declined to comment on Petersen\u2019s thesis directly, but on the subject of burnout more generally noted that many millennial managers, especially those in their forties and late thirties, are aging into the \u201csandwich generation,\u201d with responsibilities that have been typical for Gen X: \u201cMillennials right now are in a place where their career pressures might be highest, but there are also these other personal pressures that are really stressing millennials out.\u201d Zhao added that \u201cin a sense, they\u2019re stuck between a rock and a hard place.\u201d<\/p>\n

Despite their ambitions, many millennial managers report receiving little to no formal leadership training<\/a>, often feeling unprepared for the complexities of managing teams across multiple generations and responding to rapid organizational change. This is bound to worsen with double the reports of the historical average. And while they stress empathy, millennials are the generation that invented the term \u201cghosting\u201d for their avoidant behaviors on social media, and many struggle with assertiveness and managing workplace conflict<\/a> head-on. Finally, millennials are the \u201cparticipation trophy<\/a>\u201d generation, and some bruising TikTok videos have argued that millennial bosses have a toxic tendency to try to befriend all their direct reports. \u201cWolves in sheep\u2019s clothing<\/a>,\u201d they were called. Ouch.<\/p>\n

The flip side of emotional intelligence<\/h2>\n

Zhao told Fortune<\/em> that the well-worn clich\u00e9 about millennial managers being known for their focus on empathy has a flip side. Glassdoor has seen a change in how people talk about management over the past five years since the pandemic, he said: \u201cReviews that discuss management increasingly emphasize terms related to emotional intelligence, like \u2018respecting boundaries,\u2019 \u2018being empathetic,\u2019 \u2018promoting employee well-being,\u2019 and \u2018addressing burnout.\u2019\u201d Zhao noted it shows that workers\u2019 expectations have increased: \u201cThe bar on what constitutes a good manager has been raised.\u201d<\/p>\n

It doesn\u2019t mean millennials are inherently gifted at emotional intelligence, Zhao said, just that it\u2019s an expectation of their reports, be they fellow millennials, Gen Z, or perhaps even Gen X or boomers. Zhao referenced research that the phrase \u201cemotional intelligence\u201d really started picking up in the 21st century. How ironic, then, that the population that mainstreamed emotional intelligence when they entered the workforce is now responsible for managing it. <\/p>\n

Although millennials generally seek to build trust and provide recognition, generational divides persist<\/a>: A notable minority of employees, especially Gen Z, remain neutral or uncertain about the recognition they receive. According to a comprehensive Deloitte survey<\/a>, millennials themselves want more feedback, mentorship, and growth opportunities, both for their teams and for their own careers.<\/p>\n

This may be why millennials are getting saddled with a dreaded moniker: the so-called cool boss<\/a>. Recent reporting and viral social-media content have fueled criticism of millennial managers for blurring the line between manager and friend\u2014sometimes to detrimental effect. Sketches and first-person accounts highlight a stereotype of the millennial manager who is eager to be seen as hip, adopting a laid-back attitude, casual communication, and a friendly rapport with direct reports. Critics argue this style can be\u00a0toxic\u00a0in creating a \u201cfalse sense of warmth<\/a>\u201d that masks underlying power dynamics. In terms of achieving results, the cool boss act leads to inconsistent or unclear expectations, fueling anxiety among staff. And when negative feedback is necessary, the cool boss dropping the mask can come as a shock to their subordinates.<\/p>\n

Many millennial managers report difficulties in setting clear boundaries<\/a> with their teams as they struggle to code-switch from friendly to authoritative as situations demand. Setting boundaries is further complicated by generational shifts: Younger employees, particularly Gen Z, also favor fluid boundaries and a flat hierarchy, sometimes intensifying the ambiguity around roles and expectations.<\/p>\n

While Zhao did not comment directly on the so-called cool boss meme, he said millennial managers are walking an \u201cextremely tough line right now.\u201d Millennials are supposed to be at the peak of their career, but many are also taking care of kids, parents, even elder family members. \u201cOn the care aspect,\u201d Zhao said, \u201cthere\u2019s been a lot of discussion, especially since the pandemic, on the gaps \u2026 in the American economy today.\u201d<\/p>\n

Are you a millennial who\u2019s a manager, or do you have a millennial for a manager?<\/em> Fortune would love to hear from you: get in touch at nick.lichtenberg@consultant.fortune.com. <\/em><\/p>\n

For this story,\u00a0<\/em>Fortune\u00a0used generative AI to help with an initial draft. An editor verified the accuracy of the information before publishing.\u00a0<\/em><\/p>\n<\/div>\n\n","protected":false},"excerpt":{"rendered":"

Millennials have officially overtaken Generation X as the largest cohort of managers in the American workforce in 2025. 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