By Jonathan H. Westover, PhD
Abstract: This article examines how some return-to-office mandates reflect inadequate leadership rather than real business needs, and contrasts this with how progressive organizations are effectively supporting new hybrid and remote work arrangements. Research suggests mandated returns often stem from leaders' discomfort with lack of direct oversight and preference for traditional command-and-control styles over newer empowering approaches. However, studies also show remote work can maintain or boost productivity, satisfaction and retention when implemented properly through communication, trust-building and community support. Cutting-edge firms are reaping cost savings while fostering well-being and innovation through flexible policies, leadership training, virtual collaboration tools and redesigned hybrid office spaces. Rather than control, the most effective leaders highlighted empower employees, adapt management styles and leverage technology to facilitate new ways of working aligned with changing realities.
Over the past two years, the COVID-19 pandemic has disrupted long-held assumptions about how and where work gets done. Organizations have been forced to shift to virtual and hybrid work arrangements out of necessity to keep their employees safe and businesses operating. However, as vaccination rates have risen and case numbers have fallen in many regions, some CEOs have imposed mandatory return-to-office policies, citing the importance of in-person collaboration and company culture. Yet research suggests that forced return mandates often stem more from inadequate leadership than real business needs, and fail to consider the positive aspects of remote and hybrid work that have emerged.
Today we will examine how return-to-office mandates can mask poor management, and how the most progressive organizations are adapting to embrace new ways of working that enhance productivity, culture and employee well-being.
Research Foundation
A growing body of research provides insights into both the benefits and challenges of remote and hybrid work, as well as characteristics of effective leadership in these new paradigms. Key findings that will be explored include:
Research by Gallup, McKinsey and others highlighting productivity gains, cost savings, lower turnover and higher job satisfaction associated with remote and hybrid arrangements for many roles (Ballard, 2022; Brynjolfsson et al., 2020; Mamut & Doorn, 2021).
Studies pointing to the importance of effective communication, clear expectations, community-building and trust in virtual teams (Gilson et al., 2015; Kim et al., 2021).
Attributes of leaders who embrace change and empower employees, versus those taking a more controlling approach (Avolio et al., 2001; Reeves et al., 2016).
Best practices being adopted by forward-thinking organizations to foster culture and foster well-being in hybrid settings (Anthropic, 2021; Avelino & Markman, 2022; Global Workplace Analytics, 2022).
Forced Return Mandates Often Stem from Inadequate Leadership
A main driver behind many return-to-office mandates has been senior leaders' discomfort with lack of control in remote arrangements, rather than clear business rationale. Remote work represents a loss of direct observation over employees and their working hours (Reeves et al., 2016). For leaders accustomed to micromanaging, remote work poses a threat to traditional command-and-control management styles. However, research suggests these controlling styles have long been outdated and less effective than empowering employees and cultivating trust (Avolio et al., 2001). Mandating returns when productivity is unchanged gives the impression managers care more about asserting authority than adapting leadership to new realities.
Moreover, some return mandates seem motivated more by ego than reason. A Gallup study found nearly half of remote employees would consider leaving if forced to return full-time, harming talent retention (Mamut & Doorn, 2021). Yet certain CEOs have pressed on, touting cultural benefits without defining them. This sends a message that face time in the office matters more to leaders' self-image than listening to staff needs. Progressive companies understand leadership today requires flexibility, empathy and championing work arrangements supportive of diverse lives (Reeves et al., 2016). Employees having autonomy over their location when jobs allow actually strengthens engagement and commitment to the organization's mission.
Remote and Hybrid Work Have Proven Business Benefits When Implemented Effectively
A growing body of evidence shows remote and hybrid arrangements, when structured properly, do not negatively impact collaboration or productivity for many roles. Researchers from Stanford and the McKinsey Global Institute found many remote workers are equally or slightly more productive outside the office, thanks to fewer distractions and more flexibility integrating tasks throughout the day (Brynjolfsson et al., 2020). Other studies estimate 40-50% of U.S. jobs are amenable to partial or complete remote work with no change in productivity (Ballard, 2022). This means significant cost savings for companies on real estate, facilities and other expenses associated with in-person work. Forward-thinking companies are reaping these benefits and investing savings into innovation, R&D, employee wellness programs and more.
Though some adaptation is needed, effective virtual collaboration is possible. Organizations that foster community through regular video calls, virtual social events, transparent communication of goals and recognition of remote work achievements report high levels of teamwork regardless of employees' locations (Kim et al., 2021). Technology also allows real-time collaboration on documents and projects across geographies. When leaders effectively disseminate information and empower distributed decision-making, productivity need not suffer. Some companies report increased innovation as virtual arrangements expose employees to more diverse perspectives (Anthropic, 2021). Overall, research finds that if properly supported, remote and hybrid models can facilitate networking, learning and performance on par with traditional offices.
Progressive Companies Are Leveraging Best Practices to Support New Ways of Working
Rather than imposing outdated mandates, cutting-edge organizations are supporting remote work through workplace flexibility, community-building, empathy leadership and reimagining the office experience. For example, many firms allow staff to choose their preferred arrangements based on personal situations and job responsibilities through flexible policies. Leaders connect with every employee regularly to understand well-being, acknowledge challenges and collaboratively problem-solve issues in a supportive manner (Avelino & Markman, 2022). Virtual social events, learning programs, volunteering opportunities and mentoring initiatives foster togetherness no matter where people work.
For companies embracing hybrid models, forward offices become innovation hubs where people collaborate intensely for brief periods before working remotely again. Space is redesigned into configurations like team "neighborhoods" conducive to both focused individual work and serendipitous interactions (Global Workplace Analytics, 2022). Advanced technology enables virtual participation for remote staff in all meetings and social functions. Leaders of hybrid firms emphasize the importance of inclusiveness and equal treatment of all regardless of location. They solicit continuous feedback to understand changing needs and refine policies over time based on databased insights rather than assumptions.
Conclusion
Mandated returns to traditional offices often betray a failure of leadership to adapt styles and trust employees. The research shows remote and hybrid arrangements, when supported properly, produce strong business results in addition to quality of life benefits. Rather than futile attempts at control, today's most effective organizations are embracing flexible, empathetic approaches aligned with new ways of working. They emphasize community, innovation and well-being over obsolete perceptions of presenteeism. As technology continues enabling new productivity paradigms, progressively minded leaders will differentiate themselves by empowering adaptation for the future of work.
References
Anthropic. (2021, May 18). Return to the office: Best practices for supporting a hybrid workforce. https://www.anthropic.com/blog/return-to-the-office-best-practices-for-supporting-a-hybrid-workforce
Avelino, J., & Markman, A. B. (2022). Autonomy support fosters psychological need satisfaction and well-being during the pandemic. Journal of Happiness Studies, 23(2), 835–852. https://doi.org/10.1007/s10902-021-00446-3
Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25(8), 951–968. https://doi.org/10.1002/job.283
Ballard, C. (2022, March 23). Remote work and productivity: What does the research say? FlexJobs. https://www.flexjobs.com/blog/post/remote-work-and-productivity-research/
Brynjolfsson, E., Horton, J. J., Ozimek, A., Rock, D., Sharma, G., & TuYe, H.-Y. (2020). COVID-19 and remote work: An early look at US data. National Bureau of Economic Research. https://doi.org/10.3386/w27344
Gilson, L. L., Maynard, M. T., Jones Young, N. C., Vartiainen, M., & Hakonen, M. (2015). Virtual teams research: 10 years, 10 themes, and 10 opportunities. Journal of Management, 41(5), 1313–1337. https://doi.org/10.1177/0149206314559946
Global Workplace Analytics. (2022). The future of work post-pandemic. https://globalworkplaceanalytics.com/whitepapers
Kim, J., Ko, J., & Kim, H. (2021). Collaboration challenges in remote work and corresponding organizational efforts during COVID-19: A case study of large enterprises. Sustainability, 13(7), 3951. https://doi.org/10.3390/su13073951
Mamut, C., & Doorn, N. (2021, October 13). Remote work in 2021: What hybrid work looks like around the world. Anthropic. https://www.anthropic.com/blog/remote-work-in-2021
Reeves, M., Love, C., Tillmanns, S., Rossen, E., & Dell, L. A. (2016). Leadership during major change: A case study. Organization Development Journal, 34(3), 31–46.
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). The Ineffectiveness of Forced Return-to-Office Mandates: How Successful Leaders are Adapting to New Ways of Working. Human Capital Leadership Review, 11(2). doi.org/10.70175/hclreview.2020.11.2.15
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