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The Power Playbook: How to Harness the Bases of Organizational Power to Build a Trust-Fueled Workplace
Trust in the workplace is like grease to a wheel—it keeps things running smoothly. From driving more effective communication and …
Generation Z, which represents those born between 1997 and 2012, has become the fastest growing segment of the workforce, having surpassed baby boomers for the first time. With thousands of baby boomers reaching age 65 every day, we can expect to see Gen Zers making up 30% of the workforce by 2030. This generation isn’t just filling roles. They’re redefining expectations of leadership.
While baby boomers and Generation X employees prioritize job security and pay, Gen Z workers are more focused on purpose-driven work and authentic relationships. According to the 2023 EY Gen Z Segmentation Study, authenticity, or being true to oneself, is one of the highest values for over 90% of Gen Zers. Additionally, only 34% believe they can trust large organizations. Today’s leaders face the challenge of winning Gen Z’s trust, for which authenticity is key.
What previous generations regard as authentic might not always match the Gen Z view. This blog breaks down what Gen Z employees really want from their leaders when it comes to authenticity.
Gen Z is unlike previous generations in that its members grew up with social media, smartphones and instant access to information. They are accustomed to expressing their thoughts openly and building communities of like-minded individuals. Through their experiences, they have developed a heightened sensitivity to inauthentic behavior and tend to dislike anything that feels fake.
Their worldview carries over into the workplace, where they expect real connection and authentic behavior from their leaders. For example, if a leader says their “door is always open,” but seems never to have time for an impromptu chat, a Gen Z employee will quickly lose trust in this person. Likewise, they are apt to distrust leadership that uses corporate jargon, performative gestures or anything else they deem as inauthentic. They will rejects rigid, impersonal authority in favor of leaders who embody “authentic transparency.”
Overall, authenticity is not a buzzword for Gen Zers, but a requirement for trust. To a Gen Z employee, authentic leadership means genuine emotional connection, transparent communication and consistent actions that align with preached values.
Leaders who understand what Gen Z employees expect can adapt their styles to build the genuine connection younger workers crave. Here are seven ways leaders can connect more authentically with Gen Z team members to build trust and support their desire for meaningful work:
Gen Zers expect leaders to be transparent about what they know and what they don’t know. This level of clarity is essential to building trust, and trust is the key to strengthening relationships that drive engagement, productivity and retention. This means leaders should admit when they don’t know something, with the aim of finding out more information. It also means they should initiate tough conversations when needed, to provide clarity about expectations, challenges or changes.
For example, consider that AI and information processing technology are expected to displace 9 million jobs by 2030, according to the World Economic Forum’s 2025 Future of Jobs Report. Understandably, Gen Zers are worried about the impact of AI on their careers, with 65% believing their college degree won’t protect them from AI-related job loss.
Rather than gloss over AI-driven workplace changes, leaders should clearly explain exactly what employees can expect. They can walk team members through the tools that they will be using and share an honest plan for upskilling them. They can also work through their fears with empathy and optimism. By doing so, leaders show Gen Z employees that they respect and trust their ability to handle the truth, and earn their trust in return.
After being raised in a world of contradictions, from being told to go to college by parents struggling with student debt to being constantly connected while battling loneliness, Gen Z is skeptical. This generation needs to see that leaders consistently align actions with words.
So, if a leader emphasizes the importance of work-life balance, they must model this behavior by leaving the office at a reasonable hour and taking time off to recharge occasionally. When leaders practice what they preach, they create an environment where employees feel empowered to do the same, and they prove to Gen Zers that they are trustworthy.
Ditch corporate jargon and polished scripts. Gen Z prefers communication that feels casual, straightforward and real, even if it’s less “professional” by traditional standards.
To communicate with greater humanity, leaders can choose transparency and plain language over corporate speak, talking to employees more as they would friends rather than team members. For example, they might say “we’ll catch up,” rather than “we’ll touch base,” or “we’ll come back to this later,” instead of “we’ll circle back.”
Leaders can also invite open communication, where they encourage feedback, listen actively, share personal experiences and respond with empathy. They should consider communicating in person whenever possible, as Gen Zers prefer speaking face-to-face.
Communicating like a human helps build connection on a personal level and makes leadership feel more accessible and less like an inauthentic performance.
Perfection is unrealistic, and it’s also unrelatable. Plus, Gen Z would gladly trade perfectionism for realism, so be real.
A great first step would be to start admitting when you’re wrong or when you’ve messed up. When leaders admit their mistakes, they demonstrate authenticity and model vulnerability, showing others it’s OK to do the same. This creates a psychologically safe space, where employees feel comfortable asking questions and receiving and sharing feedback. As a result, employees are more apt to take risks that foster innovation, and they are also more likely to bounce back and learn from mistakes rather than get discouraged.
Gen Z leaders need to be fully present when they interact with employees, whether they are online or offline. This means focusing fully on the person speaking and using body language that demonstrates active listening, like maintaining eye contact.
No matter what channel is used, being present shows genuine care for employees. Leaders who consistently demonstrate their investment in their team prove that their care is authentic, which translates to real organizational benefits. According to WebMD workplace research, employees who feel cared for are 56% more engaged and 34% more likely to stay with their employer.
Performative vulnerability, or showing weaknesses to achieve a certain outcome rather than build a genuine connection, is easy to spot and damages trust. Gen Zers are particularly sensitive to performative vulnerability, thanks to growing up in an era where curated emotional displays are common online. Therefore, they are fully aware of performative vulnerability being used as a marketing strategy, and see it as hypocritical and untrustworthy.
Leaders can avoid performative vulnerability by considering how a personal story will help a team member before sharing it. If a story will help an employee understand a decision, feel safer or be inspired, it might be worth sharing. However, if a leader discloses a personal struggle simply to feel better or advance a hidden agenda, they risk losing employees’ trust and respect. Part of being an authentic leader is sharing humanity when it’s not a calculated move.
Authenticity isn’t just for important meetings, but for all the small moments too. Gen Z employees take notice of daily interactions between leaders and other team members, looking to confirm authenticity. For example, they might watch how a leader treats a junior employee or handles a minor disagreement. A leader’s values must hold up under any type of pressure, big or small, and show consistent action, proving they are the “real deal.” When they model integrity in everyday interactions, leaders can earn Gen Z’s trust, respect and loyalty.
Far from being unreasonable, Gen Z is simply asking for the kind of human-centered leadership that will help all generations of employees thrive in a tech-saturated world. By insisting on transparency and genuine connection, Gen Zers are acting as catalysts to transform organizations from mere transactional workplaces toward healthier environments prepared for the future of work.
However, showing up authentically every day requires more than checking boxes. It’s a mindset that must be demonstrated consistently through leaders’ actions, proving that the values they claim are the ones they live out, even when pressure is high. Developing a leadership brand helps leaders ensure their actions align with their values in any situation.
Our course, Your Leadership Brand, provides the framework for leaders to define their unique voice and build a reputation for consistency and authenticity that resonates with all employees. Contact us today to enroll your organization’s leaders in the course and help them craft their distinct leadership brand.
