This study aims to examine how Generation Z employees’ self-perceptions of competence influence their decisions to pursue managerial roles, addressing a gap in understanding how this cohort evaluates opportunities to move into management.
A constructivist grounded theory approach was used to explore this process. The study was informed by Self-Determination Theory, with a focus on perceived competence as a driver of motivation. Data were collected through semi-structured Zoom interviews with 11 US-based Generation Z employees and analyzed using iterative coding, memo-writing and constant comparison techniques.
Findings indicate that pursuing a managerial role is not a one-time decision but an ongoing, iterative process. Four themes emerged: building managerial competence, negotiating uncertainty and risk, interpreting organizational expectations, and anticipating fulfillment. Perceived competence functioned as a central mechanism through which participants evaluated their readiness and willingness to pursue managerial roles.
Organizations can strengthen leadership pipelines by providing experiential development opportunities, clear expectations, mentorship, and structured exposure to managerial responsibilities to better prepare Generation Z employees for advancement.
This study contributes to limited empirical research on Generation Z and leadership development by introducing a process-based understanding of managerial role pursuit. It demonstrates how perceived competence, organizational context, and anticipated outcomes interact to shape advancement decisions, offering actionable insight for leadership development and succession planning.
