This study examines how hybrid work reshapes relational dynamics within organizations by investigating how management style and perceived favoritism influence employee wellbeing and workplace withdrawal. Drawing on stewardship theory and leader–member exchange theory, complemented by insights from social identity theory and social role theory, the study explores how hybrid work conditions the relationships among managerial behavior, fairness perceptions, employee wellbeing and workplace withdrawal.
Using survey data collected from 432 employees working under varying degrees of hybrid work arrangements, the study tests a moderated model linking management style, favoritism, employee wellbeing and workplace withdrawal. The relationships are analyzed using partial least squares structural equation modelling (PLS-SEM), which allows the estimation of interaction effects within the proposed model.
The findings show that hybrid work moderates key relational processes rather than exerting uniform effects. In particular, hybrid work weakens the negative association between favoritism and employee wellbeing, while strengthening the positive association between participative management style and wellbeing. In addition, hybrid work conditions the relationship between wellbeing and workplace withdrawal, with differing effects depending on employees’ level of wellbeing.
By demonstrating that hybrid work reshapes, rather than eliminates, the effects of management style and favoritism, the study highlights the continuing importance of relational fairness and leadership quality for sustaining positive employee outcomes under hybrid work arrangements.
This study extends research on hybrid work and leadership by positioning favoritism as a key relational mechanism linking management style to employee wellbeing and workplace withdrawal in hybrid work contexts.
