Throughout my career, I have observed a variety of behaviors among nursing staff. Some prefer to follow established procedures and adhere to a routine, while others, more proactive, constantly question their professional practices, always seeking to improve patient care.

These contrasting behaviors stem from generational differences, which shape individuals' motivations, expectations, and needs. These observations have led me to take a particular interest in the new wave of nurses entering the hospital nursing sector. Known as Generation Z or GenZ, these individuals were born between the mid-1990s and the early 2000s. Indeed, with their gradual entry into the health sector, Generation Z represents an increasing proportion of nursing staff in the Belgian hospital sector.

GenZ individuals grew up in an advanced technological environment that shaped their approach to work. They are accustomed to receiving immediate feedback and working flexibly. They place great importance on personal fulfillment and the ability to find meaning in their work. Therefore, they tend to question established procedures and propose new approaches, aspiring to more autonomy and responsibilities. This attitude contrasts with that of older nurses, often from Generation X or baby boomers. These individuals were trained in a more hierarchical model and are used to following protocols. They place more importance on job security.

These characteristics associated with generational diversity within care teams can create tensions and consequently have implications on how Generation Z nurses perceive their work, their relationship with patients and other health professionals, and the development of their skills.

Therefore, their integration and retention in the hospital environment, which is traditionally organized around well-established procedures and routines, can present challenges. The observed phenomenon can have significant consequences for the Belgian hospital sector, which faces challenges such as an aging population, a shortage of nursing staff, or digital transformation. It is therefore essential to understand the needs and expectations of Generation Z nurses in order to promote their integration, motivation, and retention.

Based on this, my investigation specifically focuses on how nursing leaders perceive and manage Generation Z. These leaders, often from previous generations, are often confronted with the challenge of integrating and retaining these new nurses.

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Throughout my career, I have observed a variety of behaviors among nursing staff. Some prefer to follow established procedures and adhere to a routine, while others, more proactive, constantly question their professional practices, always seeking to improve patient care.

These contrasting behaviors stem from generational differences, which shape individuals' motivations, expectations, and needs. These observations have led me to take a particular interest in the new wave of nurses entering the hospital nursing sector. Known as Generation Z or GenZ, these individuals were born between the mid-1990s and the early 2000s. Indeed, with their gradual entry into the health sector, Generation Z represents an increasing proportion of nursing staff in the Belgian hospital sector.

GenZ individuals grew up in an advanced technological environment that shaped their approach to work. They are accustomed to receiving immediate feedback and working flexibly. They place great importance on personal fulfillment and the ability to find meaning in their work. Therefore, they tend to question established procedures and propose new approaches, aspiring to more autonomy and responsibilities. This attitude contrasts with that of older nurses, often from Generation X or baby boomers. These individuals were trained in a more hierarchical model and are used to following protocols. They place more importance on job security.

These characteristics associated with generational diversity within care teams can create tensions and consequently have implications on how Generation Z nurses perceive their work, their relationship with patients and other health professionals, and the development of their skills.

Therefore, their integration and retention in the hospital environment, which is traditionally organized around well-established procedures and routines, can present challenges. The observed phenomenon can have significant consequences for the Belgian hospital sector, which faces challenges such as an aging population, a shortage of nursing staff, or digital transformation. It is therefore essential to understand the needs and expectations of Generation Z nurses in order to promote their integration, motivation, and retention.

Based on this, my investigation specifically focuses on how nursing leaders perceive and manage Generation Z. These leaders, often from previous generations, are often confronted with the challenge of integrating and retaining these new nurses.

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Throughout my career, I have observed a variety of behaviors among nursing staff. Some prefer to follow established procedures and adhere to a routine, while others, more proactive, constantly question their professional practices, always seeking to improve patient care.

These contrasting behaviors stem from generational differences, which shape individuals' motivations, expectations, and needs. These observations have led me to take a particular interest in the new wave of nurses entering the hospital nursing sector. Known as Generation Z or GenZ, these individuals were born between the mid-1990s and the early 2000s. Indeed, with their gradual entry into the health sector, Generation Z represents an increasing proportion of nursing staff in the Belgian hospital sector.

GenZ individuals grew up in an advanced technological environment that shaped their approach to work. They are accustomed to receiving immediate feedback and working flexibly. They place great importance on personal fulfillment and the ability to find meaning in their work. Therefore, they tend to question established procedures and propose new approaches, aspiring to more autonomy and responsibilities. This attitude contrasts with that of older nurses, often from Generation X or baby boomers. These individuals were trained in a more hierarchical model and are used to following protocols. They place more importance on job security.

These characteristics associated with generational diversity within care teams can create tensions and consequently have implications on how Generation Z nurses perceive their work, their relationship with patients and other health professionals, and the development of their skills.

Therefore, their integration and retention in the hospital environment, which is traditionally organized around well-established procedures and routines, can present challenges. The observed phenomenon can have significant consequences for the Belgian hospital sector, which faces challenges such as an aging population, a shortage of nursing staff, or digital transformation. It is therefore essential to understand the needs and expectations of Generation Z nurses in order to promote their integration, motivation, and retention.

Based on this, my investigation specifically focuses on how nursing leaders perceive and manage Generation Z. These leaders, often from previous generations, are often confronted with the challenge of integrating and retaining these new nurses.

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