Hybrid Workplace

Explore MIT Sloan Management Review’s top 10 most popular articles of the year so far.

Research shows that managers must incorporate relational power into their leadership approach in virtual work settings.

Businesses emerging from the pandemic must balance efficiency, effectiveness, and quality of life to enable growth.

Leaders can improve remote employees’ well-being and productivity by helping them structure their workdays better.

Leaders and their employees must partner to achieve equity and access for both in-person and remote employees.

Work assignments can be powerful tools to propel employees’ growth when assessed and used deliberately.

Ten key cultural factors for employee retention, the invisible burdens of collaboration, and the problem with certainty.

In his new book, Beyond Collaboration Overload, Rob Cross explains how to avoid excessive collaboration while still reaping its benefits.

New research exposes the conflicts working parents may face when weighing concerns about work and career geography.

Leaders can help employees build the social connections that weakened during the pandemic by addressing three key areas.

Mapping employees’ working relationships can help guide leaders’ decisions about post-pandemic work models.

Reimagined workspaces can enable interactions that foster more meaningful human connections in our work lives.

The hub-and-spoke model of work offers a middle ground between packed offices and the isolation of working at home.

New hires are at risk of losing the subtly communicated knowledge shared through in-person work.

Testing can guide decisions such as who needs to work in an office and what work hours are optimal.

Leaders can take proactive steps to make workers feel more comfortable about going back to in-person work.

Leaders must plan now for a workplace forever changed by COVID-19.

Leaders will need to play multiple roles as they adapt to managing a hybrid in-person/virtual post-pandemic workforce.

Organizations have become flexible about where and when employees work. But there are trade-offs.

Managers can learn a lot from how organizations in China have been coping with the COVID-19 crisis.