Trust and Leadership in the Hybrid Workplace

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dc.contributor.authorÖstergård, Nathalie
dc.contributor.authorHögberg, Karin
dc.contributor.authorSnis, Ulrika
dc.date.accessioned2024-12-26T21:09:10Z
dc.date.available2024-12-26T21:09:10Z
dc.date.issued2025-01-07
dc.description.abstractDigitalization of the workplace has transformed work practices and shaped hybrid work contexts. This study explores trust from a leadership perspective in two hybrid organizations, commonly known as global high-tech industrial companies. The study is qualitative with an exploratory approach. Collected data consists of field observations and interviews. The result reveal that trust is understood as a vital leadership tool in hybrid work settings. Practical findings highlight the need for strategic efforts to build and sustain trust. In addition, leaders underscore that trust is linked to clear goals and expectations, addressing respect, loyalty and empathy. Leaders emphasized the importance of regular interactions to foster trustful relationships in hybrid work settings. The result indicate that some leaders perceive that there is no choice but to trust in hybrid work settings.
dc.format.extent10
dc.identifier.doi10.24251/HICSS.2025.652
dc.identifier.isbn978-0-9981331-8-8
dc.identifier.other0c07f6d5-3fcf-4349-8578-c9833288a682
dc.identifier.urihttps://hdl.handle.net/10125/109500
dc.relation.ispartofProceedings of the 58th Hawaii International Conference on System Sciences
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectAdvances in Trust Research
dc.subjectdigital leadership, hybridity, hybrid workplace, trust, trustworthy
dc.titleTrust and Leadership in the Hybrid Workplace
dc.typeConference Paper
dc.type.dcmiText
prism.startingpage5422

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