By the end of this decade, Millennials and Gen Z will make up nearly three-quarters of the global workforce. Yet, research suggests that only a small fraction of younger employees see themselves in future leadership roles.
For HR, L&D, and People & Culture teams, this isn’t just a statistic — it’s a wake-up call. If organisations don’t start cultivating millennial leaders now, the leadership pipeline could thin out at exactly the moment they’re needed most.
Why Millennials Approach Leadership Differently
Millennials see leadership as a shared responsibility, not a top-down position of power. They value authenticity, collaboration, and leaders who can coach rather than command.
Crucially, they watch the leaders above them closely before deciding if leadership is something they want to pursue. If they see managers who communicate openly, provide constructive feedback, and demonstrate empathy, they’re far more likely to aspire to similar roles.
If they don’t? They may quietly opt out of the leadership track entirely, which is the path they’re currently on.
Setting the Standard Early
Leadership isn’t something that should only be discussed at the point of promotion. For millennial leaders in the making, it’s a behaviour that should be visible and encouraged from day one.
That means:
- Making leadership behaviours part of onboarding
- Recognising everyday leadership actions in all roles
- Giving feedback regularly, not just in formal reviews
When these expectations are made explicit early, you’re not only preparing people for future roles — you’re shaping a workplace culture where leadership is part of everyone’s job.
Making Leadership Measurable
It’s hard to grow what you can’t measure. Leadership development that relies solely on gut feel can lead to inconsistency and missed potential.
Millennial leaders thrive when they know exactly:
- What’s expected of them
- Where they’re doing well
- Where they can improve
Measuring behaviours — such as collaboration, decision-making, and communication — provides this clarity. Multi-source feedback tools, like 360 reviews, add depth by giving a fuller picture of how someone is perceived across the organisation. This makes progress tangible, and growth measurable.
A Practical Framework for Developing Millennial Leaders
Here’s a four-part approach that works well in modern workplaces:
- Introduce leadership concepts early – Don’t wait until someone is managing a team. Build leadership awareness into everyday work.
- Provide honest, constructive feedback – Use structured tools and informal check-ins to help people see their impact.
- Support personalised growth plans – Focus on 1–2 development priorities linked to both career goals and organisational needs.
- Track and celebrate progress – Share small wins and improvements to keep momentum high.
From Program to Culture
Supporting millennial leaders isn’t about adding another training module. It’s about integrating leadership into your workplace DNA.
A few ways to do this:
- Live your values daily – Model leadership behaviours at every level.
- Replace one-off sessions with ongoing touchpoints – Make growth a habit, not an event.
- Recognise leadership in action – Celebrate moments when people step up, even without a formal title.
Questions to Ask Yourself
To assess how well your organisation is preparing millennial leaders, consider:
- Do employees understand what leadership looks like here?
- Are we building self-awareness before people step into formal roles?
- Do current leaders embody the behaviours we want in future leaders?
- Are we rewarding leadership actions, not just job results?
Now Is the Time
Millennials aren’t rejecting leadership — they’re redefining it. They want roles that allow them to lead with purpose, transparency, and empathy. The sooner organisations make leadership visible, measurable, and accessible, the sooner they’ll inspire the next wave of leaders to step forward.
In the next three months, what’s one practical change you could make to help emerging leaders see themselves in the role?
Download the full PDF guide here.