Hybrid Leadership Research Articles

Exploring Leadership in the Hybrid Workplace

The workplace and work life has changed due to advances in digital technology, which has increased distributed work. Many organizations no longer work in a physical office, but in a hybrid workplace where organizational members work both remotely, using digital technology, and in the physical office. This literature review explores and examines the existing research on leadership in hybrid workplaces. While there is a large body of research on e-leadership and numerous studies on the pandemic, there is a paucity of research on the leadership of hybrid workplaces, which is crucial in the present workplace. Hence, this paper is a systematic review of the literature that addresses leadership in the hybrid workplace across disciplines. A total of 48 papers from six databases were analyzed and interpreted. This review reveals the different but complementary disciplinary focus contributing to developing the knowledge of leadership in the hybrid workplace. It also presents a comprehensive overview of changes to the workplace and the critical challenges leaders face with the abrupt switch to the new structure of the workplace. This work has significant learning points for leadership practice in the contemporary workplace. It offers a conceptualization of hybrid leadership, along with propositions for future research.

The role of school management in ICT implementation on student achievement and teacher attitudes in the Arab sector in Israel

This study aims at evaluating the effectiveness of school management in the integration of ICTs within the schools with emphasis on students’ performance and teachers’ perception. The data were obtained from questionnaires and interviews conducted on 11 high schools in the Arab and Bedouin localities of Israel. This study shows that strategic management, structural design, and leadership enhance students’ performance especially in Mathematics and English. The schools that have well defined policies on ICT and good leadership achieved high levels of student engagement and better academic performance. However, the study reveals that some inequality prevails in the system; the northern schools are in a better condition as compared to the Bedouin schools in the south where inadequate resources and cultural barriers are also seen. Leadership was found to be the most important variable affecting the teachers’ perception on ICT use in teaching and learning process; particularly the hybrid leadership practices positively affected the teachers’ involvement and student achievement. The findings imply that more leadership and specific strategies are required to support effective integration of ICTs in the underprivileged areas

Shaping innovative change through concentrated, distributed, or hybrid leadership? Organizational resilience in women’s liberal arts colleges

ABSTRACT Decades of research suggest that women’s liberal arts colleges (WLACs) are models of excellence in supporting gender equity in higher education and society generally. But as WLACs face competition from coeducational counterparts for women students, their specialized mission compounds strong external threats to their sustainability. Consequently, these institutions may deploy different leadership approaches through which they synergize social interdependencies across the campus to innovate and thrive. To examine the connection of leadership to innovation at WLACs, we apply concentrated, distributed, and hybrid leadership theories to illuminate multi-campus case-studies of the engagement of administrative and faculty groups in academic changes taking place. Our empirical themes supported flexible perspectives on communication and decision-making: one case-site featured hybrid leadership to coordinate formal (administrative) and informal (faculty and staff) leaders in large-scale efforts, while the other case-site reflected distributed leadership via bottom-up, faculty-driven initiatives in discrete siloes of expertise on campus. Moreover, the study’s findings suggested that cultural and material resources mediated who distributed leadership, how leadership was distributed, and what was distributed, differentiating campuses’ respective social processes and outcomes of change. We discuss implications for theory, practice, and research that collectively emphasize WLACs’ mission-driven social activity, which animates their resilience and public purposes.

Hybrid Leadership and Incivility in Healthcare

With a rise in incivility in the workplace, leadership is critical for today’s healthcare organizations. There are many leadership styles to consider for healthcare leaders. This research focuses on nine leadership and hybrid leadership styles to determine significant relationships to incivility among healthcare employees. We used the Vannsimpco Leadership Survey and Chung et al.’s Work Group Incivility scale to survey 174 healthcare employees. Our study found that managers need to know that one leadership style may not be the best and that a combination of styles may be needed in varying situations. We found that transformational and autocratic-transformational leadership styles reduced incivility between healthcare employees. Our study indicated that when a manager uses transformational leadership or a hybrid form of autocratic-transformational leadership, healthcare employees have less incivility.

Diverse Leadership Models for Promoting Sustainable Development in Hong Kong: Experiences and Insights

This article examines the diverse leadership models employed by the Hong Kong government in promoting sustainable development, including administrative, collaborative, transformational, distributed, servant, and transactional leadership. The implementation of these models reflects the government's comprehensive strategies in environmental policies, technological innovation, and sustainability projects. The article also draws insights from Singapore, Denmark, and Finland, integrating their distinctive leadership approaches to provide new ideas for Hong Kong in achieving sustainable development. The conclusion suggests that adopting a hybrid leadership style can more effectively help Hong Kong achieve its sustainability goals.

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

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.

A Balancing Act of Leadership: The Practice of Shaping the Direction of a Project Portfolio

This article explores the practice of shaping the project portfolio direction through the lens of leadership. Focusing on a public setting, it uncovers three interrelated activities: developing ownership, networking, and de-personalizing. These activities can be accomplished through continuous balancing of substantive–symbolic and visible–subtle acts, institutional structures and their improvisations, and hierarchical and distributed leadership. The article contributes to (1) the project portfolio management literature by offering the concept of hybrid leadership and insights into the alignment of diverse stakeholder interests and worldviews, and (2) to the leadership literature by critiquing the leadership-as-practice movement and advancing explanations of the interplay between hierarchical and distributed leadership.

Hybrid leadership configurations in networked learning communities in Singapore

Networked learning communities (NLCs) are increasingly advocated for teachers to grow professionally. Leadership of NLCs is essential to effectively unite members with diverse interests and expertise towards collective action. Hybrid leadership is proposed as a theoretical framework to examine leadership in NLCs. The article presents a case study of how leadership of seven institutionally supported NLCs in Singapore was configured, and how such configurations were perceived as contributing to teachers’ professional development. A total of 27 NLC sessions, which were conducted via the Zoom platform, were video recorded and 68 NLC participants were engaged through interviews or focused group discussions. Analysis was grounded in the data with selected leadership functions and hybrid leadership as sensitising concepts to examine leadership enacted by individuals or collectively by pairs/triads/groups, and what enabled these leadership configurations. The findings suggest that individual and collective leadership are both required for the NLC to negotiate a shared agenda as well as to co-ordinate collaborations and build capacity. Leadership is planned or emergent in nature, depending on NLC members’ expertise, relationships and needs. NLC members’ engagement in individual and collective leadership was perceived as contributing to their own learning as well as their peer's learning.

E-Leadership: Reconceptualising Teacher Leadership in the Singapore Digitised Educational Landscape

There is an increase in demand for teacher leaders to take on and lead the digitised change in the classrooms. However, there is still limited research on how ready teachers are to lead and manage online teaching during and post-COVID times, and hence this exploratory study investigates the challenges that teachers face in enacting e-leadership. To answer the question on “how do the process and development of the introduction of Home-Based Learning (HBL) influence teacher leadership in Singapore?”, through convenience sampling, this study used questionnaires to understand in-service teachers’ readiness to be e-leaders and the drawbacks in the development and introduction of the hybrid or e-curriculum. The study concluded that when building teacher leadership capacity, it is important for school leaders to set the direction, establish a culture of online learning, and develop e-champions to support e-pedagogies. E-teacher leadership can be described as hybrid leadership that consists of a blend of face-to-face and virtual leadership skills.

Dual Role of Clinician Managers in Healthcare - Challenges and Opportunities

Background: Clinician managers can play a crucial role in healthcare organizations, including hospitals, by combining their clinical expertise with managerial responsibilities. They bring valuable insights and firsthand experience of patient care to managerial positions, contributing to improved patient outcomes and hospital performance. However, they face unique challenges that require careful attention and solutions. Aim: This review aims to critically discuss the role of clinicians as managers, the challenges that they face, and how they exercise their influence in hospital settings. Key findings: The role of clinicians as managers is critical for effective leadership and delivery of high-quality patient care. Described as a two-way window, clinician managers bridge the gap between medicine and management by combining clinical expertise with managerial skills in a hybrid leadership approach. Studies have shown a positive impact on hospital performance, including enhanced quality care, improved patient outcomes, and potentially better financial performance. In addition, they play a vital role in fostering interdisciplinary collaboration and boosting staff engagement. However, challenges such as identity conflicts, and limited formal training, are present, especially for first-time managers. Conclusion: Adapting to the dual role of clinician and manager demands a mindset shift and the development of new skills, necessitating strategic support. This includes leadership education, organizational support, mentoring, and collaborative models to empower clinician managers. Targeted training programs, formal mentoring, and peer support networks equip them with essential skills, while workload management, well-being initiatives, and a culture of balance foster success and growth.

Hybrid Leadership and Its Relationship to Inclusion in Healthcare

Leadership is critical in managing healthcare organizations to address financial limitations, availability of skilled workforce, globalization, disruptive innovation, new technology, and hyper-competition. This challenging environment has forced many healthcare organizations to change their bureaucratic organizational structure to a more organic one headed by leaders rather than managers. There are many leadership styles to consider for healthcare leaders. However, this research focuses on nine leadership and hybrid leadership styles to determine significant relationships to inclusion in the workplace. We used the VanSimpco Leadership Survey and Chung et al.’s Work Group Inclusion scale to survey 174 healthcare employees. We found that autocratic, autocratic-transformational, democratic-transactional, and laissez-faire leadership styles impacted workplace inclusion uniqueness. Democratic, autocratic-transformational, and autocratic-transactional leadership styles impacted workplace inclusion belongingness. This research is based on Leader-Member Exchange and Optimal Distinction theories.

Influence of Leadership Styles on Sustainable Development for Social Reconstruction: Current Outcomes and Advisable Reorientation for Two Aerospace Multinationals—Airbus and TASL

This article analyzes the influence and foreseeable evolution of three main leadership styles in sustainable development for social reconstruction in two leading companies, the European Airbus and the Indian Tata Advanced Systems Ltd. (TASL) (Hyderabad, India). Inductive research was employed, using two cross-national case studies and a comparative analysis applying statistical testing. Data were collected through interviews and a survey among principal company leaders with several functions. The study focused on three styles: transactional, transformational, and servant leadership. The strength of this paper is that it sheds light on an understudied industry by providing findings on both the present (as-is) state and the advisable reorientation (i.e., future state suggested by respondents). This could contribute to filling the current gap in understanding the influence of leadership styles on the aerospace and defense industries’ economic, social, and environmental outcomes. By analyzing the results obtained in both companies, we concluded that even though all three styles are present in both companies, servant and transformational leadership provide better results for sustainable development for social reconstruction. Regarding the advisable reorientation, according to the respondent’s suggestions, the style best suited to influence sustainable development for social reconstruction in the long term in both companies is the servant style. As for the transitional phase, respondents suggest a hybrid leadership model, encompassing features of both the transformational and the servant styles.

IMPACT OF HYBRID LEADERSHIP ON COMPANY’S PERFORMANCE

This research looked at how hybrid leadership affected organizational performance. The goal of the research was to ascertain how profitability, staff engagement, customer happiness, and innovation related to various performance measures. A survey and interviews were employed in a mixed-methods study design. A sample of workers from different organizations were given the survey, and managers and other leaders from these organizations were interviewed. The study's findings revealed that all of the performance measures, including profitability, employee engagement, customer happiness, and innovation, are significantly improved by hybrid leadership. The results imply that hybrid leaders have the capacity to successfully strike a balance between task- and people-oriented behaviors, which enhances organizational performance. The study's findings are in line with other studies that stressed the significance of leadership philosophies in accomplishing organisational objectives. According to the study's results, hybrid leadership styles are best for achieving the highest levels of organisational success. To obtain the best organisational performance, managers and leaders should hone their leadership abilities and embrace a hybrid leadership style. To obtain the best organisational performance, businesses should spend money on leadership development programmes and encourage managers and executives to use a hybrid leadership style. The results of this research have significant ramifications for organisations, managers, and leaders, to sum up. According to the study's findings, in order to accomplish their objectives and operate at their best, organisations should recognise the significance of leadership styles and embrace a hybrid style.

Hybrid Leadership in African Neo-Pentecostalism

Across institutions and professions, leadership philosophy is considered the driver of organisational culture in achieving the overall objectives. Although individuals’ leadership cultures may vary, intersections and hybridity are present in many spheres, including that of some African Neo-Pentecostal Leaders (ANPLs). To underscore the hybrid leadership of the ANPLs, qualitative research was conducted, with data collected from 20 participants through one-on-one interviews across Africa. The results revealed the hybridisation of African Neo-Pentecostal leadership styles vis-a-vis African monarchical and religious traditions based on four variables: accountability, ownership and succession plan, healing, and gerontocracy. The results also revealed the benefits and challenges of their hybridity. Subsequently, using Jesus’s model of servant leadership to analyse the four variables, the benefits and challenges were critiqued. The analysis identified culture, African spiritual worldview, gerontocracy, and submissive theology as factors influencing such syncretic or hybrid practices. The analysis also delineated the theological, socio-economic, legal, and transgenerational implications of such hybrid leadership. This article concludes with cautionary remarks regarding boundaries, servant leadership, and morality.

Circular economy supply network transition phases management dynamics

AbstractThis paper discusses transitions towards circular economy, developing a circular economy supply network transition phases management dynamics framework. We studied seven circular supply networks in Brazil through process analysis and system dynamics modeling. Primary data were collected through 35 manager's interviews and companies' plant and their suppliers' visits. We suggest that transition phases management are pre‐development, learning, expansion, leadership, stabilization and self‐renew with cooperative and competitive challenges, characterized by specific circular factors over time. The simulation and transition phases models provide strategic tools to make decision on which circular factor, project team should focus applying multi‐tier supply chain management and hybrid leadership to stimulate internal and integrate external stakeholders to adopt circularity, unveiling challenges and average time to achieve each phase. We also enrich circular economy supply network management theoretical background defining it in three dimensions: behavioral as supply ecosystem, structural as supply network and contextual as complex adaptive system.

Bureaucratic leadership and strategic decision-making at the Department of Trade, Industry and Competition

The relevance of bureaucratic leadership has long been a subject of heated debate among academics and businesses alike. A review of the literature found that bureaucratic leadership entails time-intensive — and often time-wasting — rules and procedures within a rigorous and painstakingly slow framework (Hamel & Zanini, 2017; Bishu & Kennedy, 2020; Mustanir et al., 2019; Berkowitz & Krause, 2020). Employees operating within a bureaucracy are given little choice in how they perform their work. The purpose of the study is to assess the relationship between bureaucratic leadership and strategic decision-making within the Department of Trade, Industry and Competition (DTIC). The researchers employed an explanatory sequential mixed-method research design, conducted across two phases. Phase 1 was a quantitative study comprising an online survey and phase 2 was a qualitative study based on data collected from in-depth interviews. The study found that strategic decision-making at the DTIC is a time-consuming and onerous process and that strategic decisions were not made by the organisation’s bureaucratic leaders, but were relegated to a political level, thus limiting the effectiveness of the DTIC’s operations. To ease this tension in the relationship between bureaucratic leadership and decision-making, the researchers recommended adopting a hybrid leadership framework to engage all levels of management and leadership in the DTIC.

Exploring Hybrid Leadership: Experiences of Remote Leadership in Healthcare.

The aim of this study was to describe leaders' experiences of remote leadership during the 1st year of the COVID-19 pandemic. The COVID-19 pandemic accelerated remote work. However, there is little research on the experience of remote leadership in the healthcare setting. Data were collected using focus group interviews and analyzed by thematic analysis. A total of 8 leaders from a psychiatric care setting participated. The following themes were identified: increased work efficiency, work well-being, lack of organizational support, the need to be present, and the desire for a hybrid leadership model for the future. Remote leadership includes both benefits and challenges for healthcare leaders and organizations. Leaders in this study emphasized the need to be present for the clinical personnel and proposed a hybrid leadership model. To succeed in combining remote and face-to-face work and leadership in a new model, organizations need to provide clear guidelines and training for remote work and leadership.

Perceptions of leadership teams regarding organisational knowledge creation through lesson study: perspectives from P. Gronn's hybrid leadership

PurposeThis study explores the perceptions of the leadership team on knowledge creation in lesson study (LS) using P. Gronn's concept of hybrid leadership.Design/methodology/approachThis study included teachers from a public elementary school in Japan that has been engaged in autonomous LS for several years. Teachers (n = 8) from the leadership team of the LS practice for four years (2016–2019) were interviewed for the study.FindingsThe findings are threefold. First, teachers in the leadership team most often referred to teachers' leadership practices as occurring in the phases of externalisation and combination, which are the important phases in the organisational knowledge creation process. Second, in the context of LS, the study found that teachers in the leadership team used three approaches to take the lead in knowledge creation, approaching the individual and the groups using tools. Third, using the concept of hybrid leadership helped detail the complexity of the leadership practices performed by the leadership team in LS.Originality/valueThis study focusses on teachers in the leadership team in LS, which has been an overlooked topic in this field of research. In many Japanese schools where LS has been practiced for many years, leadership teams have been set up with certain expectations. The findings of this study highlight certain leadership team practices that will contribute to the development of a sustainable LS.

Competencies and Practices for Successful Hybrid and Global Leadership

Competencies and Practices for Successful Hybrid and Global Leadership

Authoritarian leadership styles and performance: a systematic literature review and research agenda

Although authoritarian leadership styles are often associated with negative performance, work climate deterioration, increased power distance, and centralized control, contradictory empirical evidence has emerged in the literature. In this paper, we perform a systematic literature review with three aims: (1) understand the effects of authoritarian leadership styles on performance, (2) study the temporal and geographical evolution of the scientific debate, and (3) establish a research agenda for the future. The results show that in the last two decades, the interest for the field has shifted from Western to Eastern countries. Moreover, many authors encourage leaders to increase or decrease their degree of authoritarian leadership depending on the context to more effectively connect leadership with performance. Therefore, leadership should be studied in light of a more complex approach that considers hybrid leadership styles and their effects on performance. Finally, we discuss our study’s limitations and managerial implications.