Hybrid work represents more than a logistical adjustment; it embodies a profound cultural transformation that is reshaping how public administrations organize work, relate to employees, and pursue institutional goals. Accelerated by the COVID-19 pandemic, hybrid work has evolved from an emergency response into a strategic approach, challenging traditional bureaucratic models based on physical presence, hierarchical control, and standardized procedures. This chapter explores hybrid work in the public sector as a complex and ambivalent phenomenon, capable of enhancing flexibility, autonomy, and work–life balance, while simultaneously introducing new challenges related to coordination, inclusion, and organizational identity. Drawing on existing literature and empirical evidence, the analysis highlights the dual nature of hybrid work: on the one hand, it can foster employee engagement and well-being when supported by trust-based cultures and effective leadership; on the other, it may generate isolation, blurred work-life boundaries, and risks to organizational cohesion. The chapter further examines the role of organizational culture and leadership styles in shaping employees’ perceptions and experiences of hybrid work, emphasizing the importance of adaptive capacity, regulatory frameworks, and continuous learning. Focusing on the Italian public sector, the study investigates the diffusion of hybrid work practices, employees’ preferences, and perceived outcomes in terms of productivity, well-being, and relational quality. It also analyzes how leadership and organizational culture influence the acceptance and effectiveness of hybrid models. By integrating theoretical insights with empirical findings, the chapter provides a critical reflection on the opportunities and risks of hybrid work, arguing that its successful implementation requires not only technological and policy changes but also a deep cultural shift toward more agile, inclusive, and human-centered public administration.

How to Deal with Hybrid Work: Pros and Cons of Going Hybrid

Gilda Antonelli;Filomena Pagnozzi
2026-01-01

Abstract

Hybrid work represents more than a logistical adjustment; it embodies a profound cultural transformation that is reshaping how public administrations organize work, relate to employees, and pursue institutional goals. Accelerated by the COVID-19 pandemic, hybrid work has evolved from an emergency response into a strategic approach, challenging traditional bureaucratic models based on physical presence, hierarchical control, and standardized procedures. This chapter explores hybrid work in the public sector as a complex and ambivalent phenomenon, capable of enhancing flexibility, autonomy, and work–life balance, while simultaneously introducing new challenges related to coordination, inclusion, and organizational identity. Drawing on existing literature and empirical evidence, the analysis highlights the dual nature of hybrid work: on the one hand, it can foster employee engagement and well-being when supported by trust-based cultures and effective leadership; on the other, it may generate isolation, blurred work-life boundaries, and risks to organizational cohesion. The chapter further examines the role of organizational culture and leadership styles in shaping employees’ perceptions and experiences of hybrid work, emphasizing the importance of adaptive capacity, regulatory frameworks, and continuous learning. Focusing on the Italian public sector, the study investigates the diffusion of hybrid work practices, employees’ preferences, and perceived outcomes in terms of productivity, well-being, and relational quality. It also analyzes how leadership and organizational culture influence the acceptance and effectiveness of hybrid models. By integrating theoretical insights with empirical findings, the chapter provides a critical reflection on the opportunities and risks of hybrid work, arguing that its successful implementation requires not only technological and policy changes but also a deep cultural shift toward more agile, inclusive, and human-centered public administration.
2026
979-12-211-1807-0
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11564/881833
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