For decades, moving up in the corporate structure was the desire of most workers. Many leaders show that process as part of success in their professional lives.

Recently, upon returning to his position, Nike CEO Eliot Hill touted as one of his credentials, having started as an intern at the company and having had a career spanning more than 30 years.

But all indications are that this has changed radically and that these principles are beginning to become a thing of the past.

A recent study by Robert Walters company showed that 52% of Generation Z professionals want to be something other than middle managers. Other revealing data was that 72% would prefer to make their path of advancement rather than manage others.

The figures show a structural change in the way companies' management is understood. Concepts such as work-life balance, psychological security, and transversality in the management structure are now the rules of the game.

The figures from this study confirm this: 69% of Generation Z members think middle management is too stressful and unrewarding; moreover, twice as many members of Generation Z would prefer a flat structure to a hierarchical one.

The company Robert Walters issued a statement explaining the reasons for these trends and the general results of the study. According to Lucy Bisset, director of Robert Walters North, "Gen-Z are known for their entrepreneurial mindset – preferring to bring their ‘whole self’ to projects and spend time cultivating their own brand and approach, rather than spending time managing others. However, this reluctance to take on middle management roles could spell trouble for employers later down the line."

This new mentality among young people has led management theorists to seek new ways of organizing work. Thinking in teams rather than vertical lines of command is one solution.

But concepts such as the emotional salary have also appeared, which seek to establish forms of remuneration other than money and which reassure workers that they are receiving intangible assets as payment for their efforts, allowing them to feel comfortable in their jobs.

The company's statement quotes Bisset as explaining that "More senior professionals have usually committed years to one company, working their way through more traditional levels of management and as such have developed a greater respect for mid-level managers. Younger professionals, having entered the workforce in a largely remote or hybrid capacity with a huge focus on digital capabilities are less inclined towards complete company loyalty."

These generational gaps are perhaps the most important challenge that exists today in organizational structures. For example, there is a gap between perceptions of telework. Recently, examples such as Amazon's decision to mandate a return to the office as part of its medium-term strategy have generated controversy. Many consider this strategy a step backwards in the working conditions offered to young people.

The world of work is facing a new challenge: the generation gap in the face of key issues such as promotion within the office and presence at work. There are still many chapters to be written in this story.