Reference no: EM133780444

Question

Hybrid and Remote Work has the potential to change the landscape of how we understand leadership. We often imagine leadership as a concentration of power within the executive branch and top managers. In an onsite world leaders can form direct connections within the organization merely through the sharing of locations and face-to-face communications. In the virtual workplace, leaders are called on to develop and empower their management ranks, share leadership, and build greater trust with management ranks. Leaders fear loss of control and struggle with continued investment in employee development for this new workplace. Do you agree with Hooijberg (2021) on the future bimodal nature of teams? Provide contrasting opinions on this view based on the difference in the perspectives between of management and employees? If the economy falls into a recession in which unemployment increases significantly, will management be able to exert their views of the workplace than they have been able to do thus far? What kinds of re-configuration of work assignments and performance metrics would occur as a result of hybrid work. See Hill (2023).