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Effective leadership practice among senior leaders working from home and in the hybrid workplace across COVID-19

Author

Listed:
  • Kristian Barnes

    (University of Derby)

  • Katia Vione

    (University of Derby)

  • Yasuhiro Kotera

    (University of Nottingham)

Abstract

The COVID-19 pandemic disrupted and reshaped effective leadership practices by introducing working-from-home protocols (WFH) and the hybrid workplace model. The current study sought to identify and understand leadership practices adopted in WFH and the transition to the hybrid model, the effectiveness of these practices, and the implications of these on future effective leadership practices in knowledge-based organizations. The current study employed an inductive thematic analysis on semi-structured interviews with thirteen senior leaders in marketing agencies and departments, grounded in causal leadership epistemology. Five themes were identified: (1) remote leadership capabilities required, (2) a soft skills leadership renaissance, (3) introspection is a coping strategy, (4), leaders' temporal quandary, and (5) hybrid leadership uncertainty. The study findings indicated the leaders who successfully coped and continued to be effective exhibited a more adaptive and resilient mindset, evolving their leadership practices and skills to suit the needs of remote (WFH) leadership. They embraced softer leadership skills and developed more humanistic leadership behaviors. They developed an introspection practice to maintain their mental and psychological balance and they mastered time management in an always-on world. This study offers leaders, managers, and employers practical insights into ongoing effective leadership practice with remote (WFH) empowered workforces and hybrid workplace normalization.

Suggested Citation

  • Kristian Barnes & Katia Vione & Yasuhiro Kotera, 2024. "Effective leadership practice among senior leaders working from home and in the hybrid workplace across COVID-19," SN Business & Economics, Springer, vol. 4(5), pages 1-23, May.
    • Handle: RePEc:spr:snbeco:v:4:y:2024:i:5:d:10.1007_s43546-024-00651-4
    DOI: 10.1007/s43546-024-00651-4
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    More about this item

    Keywords

    Leadership; Introspection; Hybrid workplace; Working from home; Humanistic; COVID-19;
    All these keywords.

    JEL classification:

    • D80 - Microeconomics - - Information, Knowledge, and Uncertainty - - - General
    • D81 - Microeconomics - - Information, Knowledge, and Uncertainty - - - Criteria for Decision-Making under Risk and Uncertainty
    • J24 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Human Capital; Skills; Occupational Choice; Labor Productivity
    • L20 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - General
    • L84 - Industrial Organization - - Industry Studies: Services - - - Personal, Professional, and Business Services
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility
    • M30 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Marketing and Advertising - - - General
    • M31 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Marketing and Advertising - - - Marketing
    • M37 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Marketing and Advertising - - - Advertising
    • M50 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - General
    • M53 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Training

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