Adapting to the post-pandemic hybrid model : Leadership in hybrid virtual environment

Abstract

This Master's thesis examines hybrid leadership and team performance in a new post-pandemic operating environment. In 2020, the Covid-19 pandemic spread around the world, shaking society. In addition to its societal impact, the effect on businesses was significant, as companies had to quickly react to an unprecedented situation by changing their work practices and environments. Many companies swiftly transitioned to virtual work models to avoid spreading the virus. Comprehensive remote work recommendations after the pandemic have been abandoned everywhere, but hybrid work has emerged, combining traditional on-site work with virtual work. As hybrid work increases, leaders must consider its effective organizing and quality leadership.

This thesis aims to study post-pandemic hybrid leadership and how hybrid leaders can effectively lead hybrid teams. The scientific literature on the effects of the pandemic as well as virtual teams and virtual work, has grown tremendously in the past few years, but practical research on hybrid leadership is still limited. This thesis provides a new perspective on existing literature. It offers guidance to companies and leaders on the optimal operating model for hybrid work and how employees should be led in these circumstances.

This thesis was conducted using qualitative methods, utilizing semi-structured thematic interviews. Thirteen video interviews were conducted, involving eight leaders and five experts from different roles and industries, to capture a broader range of in-depth perspectives on expectations, challenges, and successes.

As a result of the study, a dynamic hybrid model was developed, which brings together the key elements of hybrid leadership and hybrid team functioning. Hybrid leadership requires leaders to learn and adapt to new practices, and their role is emphasized in the hybrid model. Trust, self-management, and communication are at the core of hybrid leadership. Individual differences within the team should be considered in hybrid leadership, and responsibility should be shared among team members. Additionally, attention should be given to the significance of cooperation and well-being while avoiding the possibility of individual isolation. The leadership approaches that stood out in hybrid team leadership were coaching, servant, and enabling leadership. The results indicated that a common culture and clearly defined and communicated goals are foundational to hybrid leadership. The hybrid model should always be tailored to each team in a way that suits them best.