Leading hybrid teams in a transition to the future knowledge workplace

Abstract

Purpose

Leaders face a unique opportunity to rethink the workplace in a post-pandemic environment. Virtual work demands and unclear messaging from senior leadership has created burnout and frustration. Reverting to traditional organizational structures and policies fails to recognize and leverage the potential to capitalizing on the momentum to change the nature of work. Creating a hybrid work environment by delegating the design process to teams and giving team leaders the tools and skills necessary to be successful leverages the transition to the future workplace.

Design/methodology/approach

We worked with a knowledge-based organization to transition employees to a hybrid team environment.

Findings

We offer the diverse approaches organizations are taking in a post-pandemic workplace and the challenges facing leaders reverting to the traditional work environment. Focusing on the future of work in a hybrid environment, we provide an approach enabling team leaders and team members to be the arbiters of their work environment.

Practical implications

Our multistep process allows team leaders to quickly adapt and implement effective hybrid teamwork.

Originality/value

We propose a multistep process for team leaders to leverage the transition to improve high-performing teams in a hybrid workplace.

Citation

Detjen, J. and Webber, S.S. (2023), "Leading hybrid teams in a transition to the future knowledge workplace", Strategy & Leadership, Vol. 51 No. 6, pp. 16-21. https://doi.org/10.1108/SL-06-2023-0065