Introduction Activity-based work in combination with working from home (WFH) has become more prevalent in recent years. However, research on these work environments remains limited regarding managers leadership practices and working conditions within the context of public sector organizations. This study seeks to address this gap by examining how managers within a municipal organization experience and adapt their leadership approach following the transition to activity-based workplaces in conjunction with working from home. The aim of the study is to explore the challenges managers reported in relation to risks, opportunities, and expectations. Moreover, the study seeks to offer both practical and theoretical implications for how managers can effectively apply successful leadership approaches within these emerging workplace configurations. Methods Data was collected from 71 managers through open-ended survey responses addressing expectations, opportunities, and risks, as well as from in-depth interviews with six managers. A content analysis was conducted to reveal patterns from both data sources. Results The results revealed four categories: changes in leadership approach, supporting employees, physical work environment, and social and organizational conditions. These categories involved both risks and opportunities in activity-based and homeworking environments. The findings indicate that managers perceive a shift in their leadership approach toward more relationship-oriented and trust-based behaviors following the transition to the new environments. The managers become more formal and need to be more visible. Other results are that the managers' report the need to manage and detect employees well-being and make individual adjustments. Discussion This study suggests that managers should be provided with the appropriate tools, training, and support to navigate these new work environments, particularly for managing employees in both remote and physical settings. Future research should expand the scope by investigating activity-based workplaces in combination with homeworking across a broader range of public sector organizations and sectors, employing both longitudinal quantitative methods and in-depth qualitative interviews.
Vinberg et al. (Thu,) studied this question.