![]() “There’s no doubt that some managers have found hybrid and remote working difficult, but I think we need to test the assumption that they are still in the majority,” he adds. “What I also see coming more to the fore are discussions around authenticity and integrity and how you communicate these values in a remote environment. The students want to know if their mental models of leadership are still fit for purpose,” McMackin says. “I see a lot of teasing out of received models and philosophies of leadership because, if you think about it, the principles of management many grew up with, such as management by being physically present, are irrelevant now. They see these working patterns as the norm and are more interested in what research and experiential data is available to inform and support the decisions they have to make in the new order. He says the younger managers going through the MBA programme are well past debating the merits of hybrid or remote work. John McMackin, an associate professor in work, psychology and strategy at DCU’s business school is also the chairman of its executive MBA programme. By contrast, the younger generation (managers in their 30s and 40s) really don’t care where or how work gets done but care passionately about the impact of distributed working on organisational culture and its potential to create inequity in the workplace. Older managers are primarily concerned about knowing where people are, co-ordinating hybrid schedules and monitoring productivity. The crux of the matter seems to be a gap between what younger and older managers consider to be the main issues. They see these working patterns as the norm The younger managers going through the MBA programme are well past debating the merits of hybrid or remote work. Add in the whole hybrid working conundrum and it’s no wonder I feel tension in most of the workplaces I visit.” “In addition, there are more generations in the workplace than ever before, and each is struggling to understand the needs and wants of the other. Hybrid has effectively seen off the era of the football team. ![]() What we’ve got now is more akin to an athletics team made up of individuals each doing their own thing in isolation. “Managers used to live in a world dominated by football teams, by which I mean people were together in an office and collectively pulling in the same direction. The big issue is not hybrid any more, it’s how we lead and manage in a world where followers have passed out their leaders and are designing their own ways of working,” he says. “Hybrid has killed management and wounded leadership. Generalisations are always risky, but it appears that age may be a contributory factor here, with older managers finding the adjustment more difficult because the principles and practices they grew up with no longer apply.īusiness coach and speaker Neil O’Brien of Time to Fly is candid about what he thinks is going on. ![]() Nobody likes to be told they’re out of touch but it’s a charge being levelled at managers who have taken what’s been described as a “Tyrannosaurus rex” attitude to hybrid and remote working.
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