HYBRID LEADERSHIP AND THE CHALLENGE OF COORDINATION

Abstract

This study aimed to analyze the impact of the decentralization of administrative functions—driven by empowerment and technological advancements—on the roles of Formal and Informal Leadership within hybrid and home-office work models. The methodology adopted was a qualitative bibliographic research, supported by reference works in General Theory of Administration (GTA), People Management, and Organizational Behavior, focusing on authors such as Chiavenato (2014; 2017), Pupo (2019), Treff (2019), Presti & Mendes (2023), and Serpa, Guerra & Gonçalves (2025). The main results demonstrate a redefinition of leadership roles: the formal leader shifts from a process controller to a synergy coordinator, using dynamic controls to integrate remote results. This new function requires mastery of management-by-objectives and competency-based management systems (Treff, 2019). The informal leader, in turn, emerges as the main agent of social cohesion, ensuring the maintenance of traditions, behaviors, and social norms of the informal organization (Chiavenato, 2014), filling the daily guidance gap created by physical absence. The final considerations indicate that the success of new management models lies in the Administration’s ability to harmonize formal rationality with informal spontaneity, ensuring that intellectual capital is transformed into added value and competitiveness (Chiavenato, 2014; 2017).