This model was based on the assumption that professional growth naturally leads to greater responsibility for other people. However, it is noticeable that the attitude towards career is changing, and fewer and fewer people want leadership responsibilities.
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Career is no longer perceived only vertically
Changes are especially noticeable among young employees. A Deloitte survey of Generation Z and Millennials conducted last year showed that only 6% of Generation Z representatives consider high leadership positions as their main career goal.
“This does not mean they are not ambitious. The concept of growth is simply changing. Young people see career growth as moving in an alternative direction – focusing on applying their specialty skills, consulting work, or even several similar activities at the same time. A less traditional career path is noticeable in sectors where skills quickly become outdated: technology, marketing, communications, product development, etc.,” notes Andžej Rynkevič, head of the outsourcing company Baltic Assist.
This also changes the traditional model of junior, mid-level, and senior specialist stages. Although these suffixes to positions are still officially seen, the system of competencies and status has changed significantly.
One person can be very strong in one area but a beginner in another. For example, an experienced communications specialist may handle crisis situations excellently but still be learning to work with artificial intelligence tools. A data analyst may be technically experienced but may need help in the context of business strategy.
Therefore, it is becoming increasingly difficult for companies to precisely fit employees into these three career stages. Hybrid roles are emerging, often combining several disciplines, so career growth does not necessarily mean moving into team leadership. More often, it means broader influence within the organization.
Project-based careers are chosen more often
It is also noticeable that employees nowadays measure their value not by how many people report to them, but by what projects they can independently lead from idea to result.
LinkedIn reports that specialists entering the labor market today will have twice as many jobs during their careers as people who started their careers 15 years ago. In other words, young people more often choose careers that resemble those of freelancers rather than traditional employees.
“A person can work part of the time in an organization, part of the time consulting or developing their own project. Recently, fractional roles have become especially popular. This means that an experienced manager or expert does not work full-time in one company but provides partial strategic assistance to several organizations, usually in marketing, finance, or communications,” says A. Rynkevič.
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This model is especially attractive to smaller companies that need high-level expertise but cannot yet hire a specialist full-time. For example, a company may need a marketing strategy, team structure, communication direction, or sales channel restructuring, but not necessarily a daily Chief Marketing Officer (CMO) role. Thus, such a career is beneficial for both employees and companies.
Leadership work is no longer attractive
The middle management position nowadays seems not very attractive: from above, efficiency and cost control are demanded; from below, more empathy and flexibility; and the position at work no longer matters for status.
Gallup data from 2026 shows that leaders more often experience stress, anger, sadness, and loneliness. In other words, higher status provides more influence but also brings greater emotional burden.
This explains why some specialists no longer want to hold such positions: less enjoyable professional activities, more meetings, responsibility for others, administration, but not necessarily proportionally more freedom or meaning. Some also seek meaning in their free time, so they avoid taking on responsibilities.
“For such people, the expert or consultant position is more attractive because income usually grows, but the creative aspect is still maintained, competence is further deepened, and influence is exerted. At the same time, the person remains responsible only for themselves. That is exactly what is attractive,” says A. Rynkevič.
However, this makes good leaders even more important because employee turnover increases, some work is done by freelancers, so people are needed who can maintain clear order and priorities.
However, the career ladder metaphor fits less and less today. In the labor market, one can move up, move horizontally, transition from employed work to consulting, or combine several roles.
The main change is that people no longer want to choose between ambition and quality of life. They want to grow, but not necessarily in the way that was usual for previous generations.
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