This study investigates the differences between Generation Z and previous generations, focusing on identifying the characteristics and needs that particularly distinguish Generation Z from a managerial perspective. Additionally, the study explores managers' views on the role of mentorship as a potential tool for supporting and developing employees from Generation Z. As Generation Z enters the workforce, their unique characteristics, such as a strong preference for flexibility, feedback, and career progression, demand that managers adapt their leadership styles. The research highlights that effective mentorship, particularly in the context of Generation Z, is contingent upon proper matching between mentors and mentees. Misaligned pairings can lead to inefficiencies and decreased motivation. Situational leadership, which emphasizes adaptability based on individual needs and maturity levels, is found to be particularly effective in guiding Generation Z employees. This style allows for both support and autonomy, striking a balance that fosters engagement and skill development. Furthermore, the study introduces the concept of reverse mentoring, where Generation Z employees, with their digital proficiency, mentor older colleagues. This approach not only facilitates cross-generational learning but also addresses the digital gap often found in traditional mentorship structures. The study uses semi-structured interviews with twelve managers across various industries in Sweden as its empirical foundation. The findings suggest that mentorship can be a powerful developmental tool, offering significant benefits for both individual growth and organizational performance. Managers are encouraged to consider flexible, personalized mentoring practices that cater to the specific needs of Generation Z, thus improving overall workplace dynamics and employee retention.