The role of formal and informal leaders in hybrid management

Abstract

The implementation of remote work has expanded discussions regarding the mental health, well-being, and social relations of employees. In this context, this article aims to investigate how the articulation between formal and informal leadership contributes to the well-being and productivity of public servants, seeking to preserve the value of the human factor, the sense of belonging, and equity between remote and on-site workers. The methodology adopted was qualitative bibliographic research, conducted through the selection of papers published in scientific journals indexed in the CAPES Journal Portal and the SciELO database. The results indicate that excessive electronic monitoring in the virtual environment increases isolation and reduces professional recognition. While formal management utilizes information systems to track goals, informal leadership emerges spontaneously, offering emotional support and maintaining team cohesion. It was concluded that public servant performance and engagement occur naturally as rigid controls are reduced and cordiality and empathy are strengthened in the management of the hybrid model.