Emotional Maturity Part 3

In the first two parts of this series, we explored how Baby Boomers often equate emotional maturity with stoicism and responsibility, while Gen X prizes independence and pragmatism. Millennials introduced a relational model centred around empathy, open expression, and values-driven leadership.

Now, Gen Z is arriving in the workplace with a perspective that feels, to some, like a seismic shift.

This shift isn’t a rejection of emotional maturity—it’s a redefinition, and for organizations willing to learn across generations, it’s an invitation into deeper connection, psychological safety, and long-term resilience.

Gen Z: Transparency, Mental Health, and Emotional Fluency

Born between 1997 and 2012, Gen Z is the first fully digital generation. Many of them were raised with social-emotional learning in school, grew up seeing therapy and mental health resources talked about openly, and entered adulthood during the collective upheaval of the COVID-19 pandemic.

This cohort brings a new fluency with emotional language. For many Gen Z's, emotional maturity is synonymous with self-expression, mental health advocacy, and social responsibility. They don’t just want psychological safety at work—they expect it.

Dr. Megan Gerhardt, co-author of Gentelligence, observes: “Gen Z has grown up with the idea that talking about mental health isn’t a sign of weakness—it’s what strong, self-aware people do. They’ve been taught that vulnerability is part of leadership.”

This is reflected in how Gen Z approaches work:

• Honesty as maturity: Saying “I’m not okay” or “I need support” is not unprofessional—it's responsible self-management.

• Social alignment: They’re drawn to workplaces where emotional values match their personal ethics.

• Real-time feedback and inclusion: Gen Z seeks immediate, respectful communication, and prefers two-way dialogue over top-down authority.

According to the Six Seconds EQ Network (2023), Gen Z scores high in emotional awareness and empathy, yet often struggles with impulse control and stress management. This isn’t surprising. Many Gen Z's have come of age in a world of 24/7 alerts, algorithmic comparison, and global uncertainty. The result? A generation that is both emotionally attuned and emotionally taxed.

A 2022 Deloitte study reported that Gen Z employees are significantly more likely to experience anxiety, burnout, and loneliness at work, and to talk about it. While some older managers misinterpret this openness as fragility, it often reflects a deeper understanding: when we ignore emotional signals, we pay for it later in disengagement, turnover, or health breakdowns.

As leadership expert Simon Sinek has noted, “Gen Z isn’t broken. They’re simply honest about their struggles. And that honesty gives us all permission to be more human.”

The Crossroads: Integrating Generational Strengths

So what happens when four different definitions of emotional maturity show up in the same workplace?

• The Boomer who believes professionalism means not discussing stress. 

• The Gen Xer who prefers to solve things independently. 

• The Millennial who wants feedback and transparency. 

• The Gen Z employee who shares their feelings as a form of strength.

Tension is possible—but so is transformation.

Each generation carries emotional wisdom that is incomplete on its own. 

When we stop trying to prove whose way is better and start learning from one another, we create workplaces that are more flexible, more empathetic, and more sustainable. Stephen M.R. Covey, in Trust & Inspire, writes, “People don’t need to be managed; they need to be led. And they will only follow a leader who sees them, hears them, and trusts them.”

That’s what this moment requires: leaders and teams willing to see beyond generational assumptions and embrace emotional maturity as a shared, evolving practice.

Practical Strategies for Building an Emotionally Intelligent, Cross-Generational Workplace

1. Name the different definitions. Start conversations with your team about what emotional maturity has meant across generations. Use this series or articles like it to spark understanding. What did professionalism look like for your grandparents? What does it mean today?

2. Normalize mixed styles. Some people self-regulate quietly; others process out loud. Emotional maturity doesn’t require everyone to express themselves the same way. What matters is that we respect different styles and recognize when one approach isn’t meeting team needs.

3. Offer emotional intelligence training across roles. EQ is learnable. Training on topics like listening, feedback, empathy, and regulation can level the playing field and give everyone a common language to work from.

4. Model psychological safety. Leaders can demonstrate emotional maturity by admitting mistakes, sharing how they manage pressure, or inviting different perspectives during conflict. These actions build trust more than any policy can.

5. Create intergenerational mentoring pairs. A Boomer mentor might teach resilience and accountability. A Gen Z mentee might model emotional transparency and advocacy. Both grow in the exchange.

6. Build systems that support—not perform—wellness. Emotional maturity isn’t a poster on the wall. It shows up in how workload is distributed, how meetings are run, and how feedback is delivered. Review your culture for alignment.

Final Thought

We’ve come a long way from the days when emotional maturity meant a stiff upper lip. Today, it includes empathy, authenticity, and yes, healthy boundaries too. There’s no “right” way to be emotionally mature—but there are better ways to grow it together.

When we stop asking, “Why are they so sensitive?” or “Why are they so detached?” and start asking, “What shaped their response?” we open a door to understanding. That door leads to trust. And trust leads to better workplaces—for everyone.