The COVID-19 outbreak has blurred the boundaries between work and personal life, making the concept of work–life balance (WLB) even more important. Based on a three-source (employees, family members, and supervisors) sample (
n
= 436) of working professionals, we investigated the importance of enriched job design for employee WLB. In addition, on the basis of the job demand-control (JD-C) model, we examined whether organizationally imposed formalization and employees’ individual adaptive personality traits (proactive personality and resilience) act as boundary conditions that strengthen this positive relationship. First, we conducted a supplementary analysis to investigate further which of the enriched job design characteristics play the most important role in our three-way interaction models predicting WLB. Then we discuss implications for theory and practice.
Leadership represents an emerging theme in the field of digitised workplaces, yet the understanding of leadership dynamics and effectiveness in this context remains limited. The aim of this chapter is to (1) provide an overview of the existing academic literature at the intersection of leadership and the future of work and (2) propose an integrative framework of established and current research and emerging trends. We apply a holistic, systematic and comprehensive review of this literature based on objective measures of impact. We consider the main theoretical foundations within the literature and provide an overview of prominent research clusters including both current and emerging themes. Practical implications are related to leadership and digitalisation, leadership in virtual work, leading virtual teams and leadership in the context of the Future of Work and the gig economy.
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