VIRTUAL MANAGEMENT OF FLUID WORKFORCE IN HYBRID WORK ENVIRONMENT: LEADERSHIP ROLE IN DIGITAL TRANSFORMATION
DOI:
https://doi.org/10.69980/39t73s55Keywords:
Hybrid Work, Fluid Workforce, Digital Transformation, Virtual LeadershipAbstract
The pace of hybrid working has changed the way HR teams operate, impacting their people, processes, technology and performance. It is a conceptual study to explore how to virtual manage a fluid workforce in hybrid working and specifically how digital leadership can support the organizational transformation. The study builds on interdisciplinary literature from human resource management, leadership studies, information systems, digital transformation, and organizational behavior, to create a conceptual understanding of how leadership capabilities influence effectiveness of hybrid workforce. The study introduces a conceptual model that connects the dimensions and constructs of digital leadership competencies, digital transformation enablement, hybrid workforce management, and organizational outcomes (employee engagement, productivity, innovation, well-being, and organizational resilience). It also identifies sectoral differences between IT/software, healthcare, manufacturing, and education/EdTech, revealing how different the requirements for leadership are for each of these sectors based on the level of digital maturity, regulatory pressure, task structure, and the fluidity of the workforce. The study adds to the theory by combining e-leadership, transformational leadership and the socio-technical viewpoints in the hybrid working discourse. In practice, it provides management insights into building sustainable hybrid working systems by means of outcome-based performance management, inclusive digital cultures, continuous learning and context sensitive leadership. The study is based on the premise that the effectiveness of hybrid working is more about quality leadership in implementing hybrid technology in a human centric way than the technology itself.
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