Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
This article is based on the Allwork.Space Future of Work Podcast episode “Who Leads Now? Millennials & Gen Z Are Redefining Leadership with Amanda Litman.” Click here to watch the full recording on YouTube or stream on your favorite platform.
Leadership is seemingly becoming harder as technology gets more advanced, not easier. Work now happens across screens, time zones, and platforms where nearly every interaction can be saved, shared, or misunderstood.
In a recent episode of The Allwork.Space Future of Work® Podcast, Amanda Litman offered a clear-eyed look at how Millennials and Gen Z are learning to lead inside that reality — and why their approach is already influencing workplaces far beyond politics.
Litman is co-founder and president of Run for Something, an organization that recruits and supports young people running for local office. Since launching in 2017, nearly a quarter million people have raised their hands through the program, and more than 1,600 Millennial and Gen Z candidates have been elected nationwide.
That scale gives Litman a front-row view into how a new generation handles authority once they actually have it.
Power Looks Different When You Grew Up Without It
For many Millennials and Gen Z leaders, authority does not feel stable or guaranteed. Litman points to shared experiences that shaped this mindset: graduating into the 2008 financial crisis, watching career paths disappear during layoffs, and living through a decade of social and political upheaval that played out online in real time.
As a result, leadership is not assumed to be permanent or protective. It is something to be handled carefully. Younger leaders are often more aware that trust can erode quickly and that credibility must be earned repeatedly, not granted by title.
This perspective shows up in how they talk about power. Instead of focusing on control, many focus on responsibility. They are thinking about who decisions affect, how those decisions will be perceived, and what happens when things go wrong.
Authenticity Comes With Limits
Younger leaders are often described as valuing authenticity, but Litman is quick to point out the tension behind that expectation. In her interviews, many leaders said they do not actually feel free to be fully themselves at work. They are constantly calibrating how they speak, write, and show up.
Part of the pressure comes from visibility. Meetings happen on Zoom. Messages live in Slack. Posts on LinkedIn or Instagram can be read by employees, customers, and critics at the same time.
One poorly handled moment can circulate far beyond its original context.
Because of that, many leaders are learning that authenticity does not mean total openness, but rather, intention. Litman emphasizes boundaries as a leadership skill, not a weakness.
Deciding what to share and what to keep private is part of showing up consistently, especially in roles where personal and professional lives overlap.
Modern Work Requires Modern Communication
Remote and flexible work have added another layer of complexity. Teams now communicate across multiple tools, time zones, and cultural expectations. Litman argues that fluency in these environments is no longer optional.
Leaders who understand that every message is both internal and external are better positioned to build trust. A Slack post can shape team culture just as much as a company memo. A LinkedIn update can signal priorities to employees as clearly as it does to the outside world.
Litman notes that resistance to these tools often creates distance rather than authority. Refusing to engage where teams already are can weaken communication and limit a leader’s ability to set norms.
Decision-Making Still Needs a Clear Owner
While collaboration is often associated with younger leadership, Litman cautions against confusing inclusion with avoidance. Consensus-driven approaches can work well when leaders do the groundwork and remain accountable. When they do not, responsibility becomes blurred.
One of the most consistent lessons Litman hears from young leaders is that being in charge means making hard calls and living with them. Firing people, managing layoffs, and setting limits are emotionally taxing, even when done thoughtfully. Avoiding those decisions does not make leadership gentler. Instead, it makes it weaker.
Clear decision frameworks, she argued during our podcast conversation, are essential. Teams need to know who has input, who decides, and who is accountable when outcomes fall short.
Leadership Is Learned on the Job
A recurring theme in Litman’s work is that leadership is practiced, rather than innate. Many of the leaders she supports describe feeling unprepared for how isolating authority can be.
They are discovering that influence often comes with loneliness, scrutiny, and tradeoffs that are invisible from the outside.
What stands out is how openly these leaders discuss the demands of leadership and how deliberately they build workplaces with those demands in mind.
That mindset is shaping how younger leaders think about workload, communication norms, and the role work should play in people’s lives.
As Millennials move into executive roles and Gen Z takes on management responsibility, these ideas are becoming more common across companies and organizations. The emphasis is less on performing leadership and more on sustaining it.
For workplaces trying to understand what comes next, Litman’s perspective offers a practical takeaway: leadership today demands clarity, boundaries, and follow-through. Titles still matter, but credibility is built through everyday decisions — and lost just as quickly.
