Leadership neu denken. Veränderte Anforderungen an Führung in hybriden Arbeitsformen

Abstract

Discussions about changing work environments and the resulting demands on employees and leaders have become increasingly relevant (Van & Duy, 2020, p. 593). Current studies indicate that hybrid work will remain an important future of work (Hofmann et al., 2022, p. 11). Nevertheless, there remains a need for further research into the practical transformation of leadership: while numerous studies focus on hybrid work itself, the specific perspective and operational reality of leaders have received comparatively less attention. This study addresses this gap by investigating the specific challenges hybridity poses for leaders and the core competencies required to navigate them. To answer these questions, nine expert interviews were conducted with leaders and evaluated using qualitative content analysis. The empirical results indicate that the interviewed leaders perceive hybrid leadership as increasing operational and emotional complexity, leading to fragmented tasks and strained social relations. The findings point to a multi-dimensional competence profile that extends far beyond digital media and communication skills, placing a distinct emphasis on psychosocial capabilities and leaders' self-management. Finally, the study highlights that individual competencies must be backed by organizational frameworks, deriving concrete practical implications for corporate regulations and leadership culture.