Against the backdrop of Indian companies, this paper aims to understand the challenges faced by leaders in managing employees within a hybrid workplace. While a few organizations have adopted a remote work strategy, others are opting for a hybrid model that includes some in-office work. This paradigm shift in the method of doing work in the wake of the pandemic has led to a conspicuous change in employee behaviour. The paper, based on a review of literature, broadly addresses three aspects related to this transformation: first, the differing perceptions of the employees and the management as regards telework and conflicts due to a restructuring of the work environment; second, the impact of new work arrangements on employee attitudes and on their psychological well-being, and third, the skills required for effective leadership in the changed scenario. Apart from demands on the economic resources in terms of investment in technology and employee learning and development, there is a pressing need to maintain the social capital of the firm. Leadership with its pervasive impact on organizational culture and employee behaviour has a decisive role to play in contemporary times. The paper highlights how the leaders in India who display a paternalistic style need to imbibe new skills in order to stay effective and presents a conceptual framework in this regard.

Virtual workplace, Hybrid leadership, Employee well-being, Covid-19, Indian companies