Orchestrating the network of social relationships in hybrid workplaces: An empirical study of leaders’ brokering behaviours

The hybrid work model offers significant advantages, both from an organisational perspective and for individuals. However, this working arrangement also presents challenges, particularly when it comes to fostering strong interpersonal relationships and activating professional networks. Indeed, the shift to hybrid work risks reducing these spontaneous interactions, potentially leading to weaker relational ties and siloed communication. Drawing on studies on brokering behaviours, the present study aims to provide a better understanding of the way in which leaders intentionally undertake specific actions with the aim to orchestrate the network of social interactions in the workplace. The empirical analysis, conducted on a single-case study, sheds light on the relational impact of hybrid work and offers a detailed categorization of those leaders’ behaviours that are intentionally oriented to cultivate the social connections.