Thursday 23 July 14:05
- 15:35
Hall: 03 - Volta
Chair and Presenter:
Zappalà Salvatore
Co-Chair:
Toscano Ferdinando
Discussant:
Tordera Núria
Division: Division 1: Work and Organizational Psychology
The expansion of remote and hybrid work has reshaped the modern workplace, raising new theoretical and practical questions for scholars and practitioners. Flexible arrangements promise autonomy, work-life balance, and agility, yet they also bring challenges for motivation, leadership, collaboration, and collective performance. This symposium gathers five contributions that address these issues at both the individual and team level.
The first two papers examine individual processes. The opening study develops and validates a Telework Motivations Scale grounded in Self-Determination Theory, showing that autonomous motivations are linked to higher well-being, balance, and performance in comparison to controlled motivations. This study extends motivational constructs to telework context, and offers an instrument to guide evidence-based policy design The second paper focuses on managers, highlighting the overlooked strains of hybrid leadership. Findings from Danish corporations show that while managers value flexibility, they also face coordination burdens, reduced informal contact, and increased responsibility for negotiating hybrid arrangements, with implications for their own well-being.
The next three papers address team processes. A scoping review of hybrid team research, guided by the Input-Mediator-Output framework, identifies key organizational, behavioral, and cognitive factors that shape collaboration and outcomes such as productivity and commitment, while underscoring gaps in the study of conflict and cooperation. The following empirical study, using the Telework Quality Model, shows how different profiles of hybrid workers experience team identification, knowledge sharing, and efficiency differently, emphasizing that organizational conditions strongly influence outcomes. The final contribution explores leadership in hybrid settings, demonstrating that improvements in leaders' competencies foster greater employee autonomy, social support, and positive affect.
Together, these papers highlight how motivations, leadership, and organizational design determine whether hybrid work fosters thriving individuals and effective teams—or instead generates disconnection and inefficiency.
