Research shows that managers must incorporate relational power into their leadership approach in virtual work settings.
Lebene Soga, Yemisi Bolade-Ogunfodun, Nazrul Islam, and Joseph Amankwah-Amoah
Businesses emerging from the pandemic must balance efficiency, effectiveness, and quality of life to enable growth.
Robert Hooijberg and Michael Watkins
Leaders can improve remote employees’ well-being and productivity by helping them structure their workdays better.
Shaun Subel, Martin Stepanek, and Thomas Roulet
Work assignments can be powerful tools to propel employees’ growth when assessed and used deliberately.
Erin Macke, Gabriela Gall Rosa, Shannon Gilmartin, and Caroline Simard
New research exposes the conflicts working parents may face when weighing concerns about work and career geography.
Teri Leavens, Kimberly Merriman, Tamara Montag-Smit, and David Greenway
Leaders can help employees build the social connections that weakened during the pandemic by addressing three key areas.
Jennifer J. Deal and Alec Levenson
Mapping employees’ working relationships can help guide leaders’ decisions about post-pandemic work models.
Rob Cross and Peter Gray
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.
Thomas H. Davenport and Thomas C. Redman
Leaders can take proactive steps to make workers feel more comfortable about going back to in-person work.
Liz Fosslien and Mollie West-Duffy
Organizations have become flexible about where and when employees work. But there are trade-offs.