Leading across boundaries: adaptive leadership and employee well-being in Thailand’s hybrid workplace

What the paper says

Purpose This study aims to examine how adaptive leadership influences employee well-being and professional identity in hybrid work environments, with a specific focus on the Thai cultural context. It addresses a gap in understanding how leadership behaviours interact with cultural values to manage the unique challenges of hybrid work. Design/methodology/approach A qualitative research design was used, using thematic analysis of 25 in-depth interviews with employees from diverse Thai organisations operating hybrid work models. Findings The results show that adaptive leadership – characterised by flexibility, proactive communication, cultural sensitivity, emotional intelligence and trust-building – enhances work–life balance, engagement and professional identity. Cultural alignment strengthens leadership effectiveness, fostering psychological safety, resilience and organisational cohesion. Practical implications This study offers actionable strategies for organisations to design culturally responsive hybrid work practices, including flexible work policies, relationship-focused communication and leadership development grounded in cultural awareness. Originality/value This research advances adaptive leadership theory by situating it in the Thai hybrid work context and offering insights applicable to other Southeast Asian settings. It captures how leadership behaviours intersect with cultural dynamics – particularly collectivism, respect for hierarchy and humane orientation – based on employees’ lived experiences. This context-specific perspective addresses a gap in the literature, extending adaptive leadership research beyond its Western focus and providing practical guidance for leading in culturally diverse hybrid workplaces.