Managing Teams in the Hybrid Work Environment - A Qualitative Study on Team Leaders’ Perspective in Managing Knowledge-Intensive Teams in the Context of the “Big Four” Consultancy Firms in Germany and Sweden

Abstract: Purpose: The purpose of this study is to explore the contingencies of a hybrid work environment for managers and teams in knowledge-intensive firms, more specifically in consultancies. The aim is to evaluate the type of leadership behavior that is facilitated by the hybrid work environment and how the existing team dynamics translate into and influence the experience of hybrid work. Theoretical Lens: This study is examined from the Hersey and Blanchard’s Situational Leadership Theory and Tuckman’s Stages of Group Development. Methodology: Qualitative multiple-case study with an abductive research approach. Empirical Foundation: All empirical data was collected through ten semi-structured interviews with senior managers or directors employed at one of the respective “Big Four” consultancies in either Germany or Sweden. Findings: Analyzing the empirical data uncovered team leaders’ understanding of managing their consultant teams in respect to cooperation, team cohesion, client interaction, communication, networking and how employees think and feel about the hybrid work environment. Conclusion: The conclusions drawn from this study propose that a supportive leadership behavior is considered appropriate to lead knowledge-intensive teams since the findings indicated that consultants have a moderate-high level of knowledge and skills to accomplish tasks but a variable level of commitment. Moreover, for teams that have an established unity and a clear intra-group structure, a greater degree of flexibility seems suitable, and these teams are indicated to be able to reap the benefits of hybridity.