Hybrid Work: Leadership Strategies and A Comparison of Two Case Studies

Nowadays, more and more companies have decided to opt for hybrid work: a flexible work modality that involves both office-based and remote work activities. The aim of this dissertation is to analyse in the specific hybrid work, examining the impacts this tool entails on individual organizations, individual workers, and on society overall. The first chapter initially examines the theme of flexibility in relation to workspaces and working hours, and then proceeds with a review of the literature and historical analysis of the evolution that has led to the emergence of hybrid work over the years. The second chapter explores how this growing phenomenon needs to be regulated from an organizational point of view. It highlights the implications that its application has on the modification of spaces, the entire organization, and company policies. The intent is to explain the change in relationships within the company organization, the way they are coordinated, and how the relationship between employee and employer needs to be managed. The objective of this thesis is to explore the challenges that leaders face in promoting communication, collaboration and group cohesion in a hybrid work environment. It highlights how leadership roles have been reshaped by remote work and emphasizes the need for leaders to adopt a flexible and forward-looking approach to adapt to continuous changes in working and collaborating within a hybrid context. In the last chapter, the focus is on a qualitative analysis of a comparison between two companies: Alpha and Beta. The qualitative analysis underlines how the change processes implied by hybrid work are implemented and adopted within companies.