Flourishing With Flexibility: Leader Communicative Support of Flexible Work Arrangements Enhances Employee Engagement and Well-Being

Abstract

In the wake of the COVID-19 pandemic, more than half of U.S. employees whose work is capable of being done remotely report they use a hybrid work arrangement that includes some remote work and some work in the office. This poses a challenge for leaders because research shows that employee use of flexible work arrangements (FWA) can negatively affect employee outcomes. The current study, a cross-sectional survey of 1,258 employees who work full time in the U.S., uses the theory of communicative leadership to understand the influence of leader communicative support of FWA on the relationship between employee use of FWA and two employee outcomes: flourishing at work (a measure of well-being) and job engagement. Results show that higher levels of employee use of FWA is associated with less flourishing at work and job engagement; however, leader communicative support of FWA moderates this relationship, with high-quality leader communicative support associated with higher levels of flourishing at work and job engagement. The results have implications for leadership and work-life scholarship and provide practices that leaders can implement to help support employee engagement and well-being.