Adaptive Leadership in Hybrid Work Models - An investigation of how adaptive leadership relates to information sharing and team performance in hybrid work

Abstract

Previous research on adaptive leadership indicates that this leadership style is becoming more crucial for managers and administrators as the pace of change affecting organizations increases (e.g., Burke & Cooper, 2004; Dess & Picken, 2000, as cited in Yukl & Mashud, 2010). We advance this research by investigating whether adaptive leadership is positively related to information sharing and team performance in hybrid work models by conducting a crosssectional study using a self-completion questionnaire. Findings from 165 respondents show that (a) adaptive leadership is positively related to both information sharing and team performance, and (b) the level of a hybrid work model positively moderates the relationship between adaptive leadership and information sharing such that information sharing is highest when adaptive leadership and the level of hybrid work model are high, and lastly (c) the level of a hybrid work model positively moderates the relationship between adaptive leadership and team performance such that team performance is highest when adaptive leadership and the level of hybrid work model are high.