Generation Z is fundamentally challenging the modern workplace, but we must be careful not to romanticize this shift. It is true that the democratization of information has allowed many young professionals to use digital platforms to expose toxic corporate cultures.
However, while some debate purpose and work-life balance, the reality for a vast majority of the population is far harsher. Today, millions still fight for basic dignity, and in extreme cases, continue to face work conditions analogous to slavery.
As Marcella Greggo, Project and Services Manager from Instituto Ethos, points out, the narrative of “Gen Z demanding purpose” belongs to a very specific demographic, mostly those with access to a higher education, white, and with an economic safety net: “For the majority, the question isn’t ‘does this company have a purpose?’, but rather ‘does it pay on time and respect its workers?'” she explains.
Furthermore, this structural inequality is highly gendered. A 2022 national survey (PNAD) showed that Brazilian women dedicate an average of 21.3 hours per week to unpaid care work, compared to 11.7 hours for men, and any ESG (Environmental, Social, and Governance) agenda that actively ignores this reality, is built on a fragile foundation.
why ARE GEN Z women LEADING THE CHANGE?
Yet, for those privileged enough to navigate the corporate ladder, expectations are rapidly evolving. A vanguard of young women is refusing to settle for companies that do not align with their ethical and sustainable values, forcing traditional and outdated cultures to adapt. But, why are young women at the forefront of this cultural revolution?
Recent academic research analyzing the motivational differences between Gen Z genders reveals that young women are significantly more attentive to the intrinsic and social aspects of work than their male counterparts. While young men often prioritize leisure, lack of stress and extrinsic benefits, Gen Z women place a much higher value on interpersonal relationships, positive atmospheres, and the pursuit of a “dream job” that aligns with their personal values.
Moreover, young women display a stronger need for appreciation and recognition in the workplace, a drive that researchers suggest is a direct reaction to continuing gender discrimination, stereotyping, and the historically weaker social status of women in corporate environments. For them, corporate purpose is not just a trend: it’s a tool for historical reparation and inclusion.
THE digital fight against corporate greenwashing
In the digital era where contents get shared in abundance, ESG messaging has reached a saturation point, creating opportunities for “greenwashing”, where deceptive claims of environmental or social responsibility are made merely for brand reputation. However, young women are armed with high digital literacy and are increasingly cynical about corporate authenticity. Studies show that female consumers experience greater negative impacts from perceived greenwashing and show higher critical resistance to manipulative persuasion.
Because the new generation demands practical, verifiable action over empty corporate speeches, companies are turning to technology for help. Jaqueline Santana, ESG Coordinator at the multinational healthcare company Roche, understands this shift firsthand: “ESG is about money, it’s not just goodwill and being cute”, Santana emphasizes.
A prime example of translating speech into verifiable action is the adoption of “Reverse Logistics Credits”. Similar to carbon credits, this system allows companies to financially compensate recycling cooperatives. Roche is currently developing a project in this area in partnership with Polen, a startup that uses blockchain technology to ensure the absolute transparency and traceability of these recycling credits. Actions such as this proves that authentic ESG initiatives can use digital innovation to guarantee transparent results, effectively combating greenwashing.
This technological push for transparency is also changing internal corporate behaviors. The digital era created powerful informal oversight, like reviews on Glassdoor or viral TikToks, making toxic cultures much harder to hide. Yet, Greggo poses a critical question: who has a voice in this digital environment?
“The outsourced worker, the unregistered employee, the woman in a more vulnerable position rarely appears in this ‘internet policing’ narrative”, Greggo warns. Digital transparency cannot replace formal, safe internal reporting channels. Managing psychosocial risks, like harassment and burnout, is no longer just an HR issue, but a legal compliance obligation (such as the NR-1 regulation in Brazil).
How are gen z women rewriting the rules?
To truly transform corporate culture, women need a seat at the table. However, research into corporate governance reveals that merely having one woman on a board is often just a practice of “window dressing” used to signal diversity, and a true systemic change only occurs when a “critical mass” of at least three women is reached within a boardroom. When women hold executive and strategic positions, they actively align the needs of stakeholders, bring higher ethical standards, and significantly increase the firm’s ESG performance.
In a globalized era, every corporate decision causes a ripple effect. Santana illustrates this interconnectedness with a striking fact: in New York City alone, up to 230,000 birds die each year from colliding with mirrored glass buildings. Understanding these systemic impacts requires a new kind of intercultural leadership:
“Leadership must always be in a position of an apprentice,” Santana advises.
To engage Gen Z, leaders must break toxic cycles, explain the purpose behind every task, and humanize the workplace. Strong corporate cultures shape long-term human behavior. Santana recalls her time at Toyota, where a strict safety culture required employees to physically point and say “Yoshi-yoshi” before crossing a street, a practice so ingrained that she still uses it to this day.
a survival guide for future female leaders
As Gen Z women step into the corporate world, they carry the power to demand inclusive and sustainable ecosystems. However, both experts agree that systemic change requires strategy and resilience.
Greggo advises young women to build a robust technical repertoire, mastering ESG metrics, goals, and audits, so they have the tools to demand real change from within. She also highlights the importance of networking and, most importantly, protecting one’s mental health: “Being a change agent doesn’t have to mean being a martyr”, she says.
Santana offers a complementary final thought for young professionals aiming for leadership: “Surround yourself with good influences so you don’t give up, and always look at the glass half full”.
By staying open to continuous learning, fighting digital greenwashing, and keeping an eye on intersectional inequalities, young women can plant the seeds for a future where healthy, prosperous and equitable work environments are the rule, not the exception.
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The article above was edited by Mariana Camargo Aguiar.
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