Summary
Hybrid work isn't simply about where people are most productive. New research shows that working remotely tends to satisfy our need for autonomy, while office days strengthen our sense of connection, with both playing a vital role in sustaining motivation. Rather than debating attendance, effective leaders intentionally design office days for collaboration and relationship building, and remote days for focused, independent work.
Transcript
Hello and welcome to episode 234 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. This week we look at the hidden motivation trade-off in hybrid work.
The debate about hybrid work often comes down to a single question: where are people most productive? Are they better off working from home or in the office?
While that's an understandable question, new research suggests it may not be the most helpful one. Instead of asking where people work best, perhaps we should be asking which psychological needs are being met in each environment.
A recent diary study published in the European Journal of Work and Organizational Psychology followed 187 employees over ten working days, collecting almost 3,000 daily observations. Rather than simply measuring productivity or job satisfaction, the researchers looked at three fundamental psychological needs identified in Self-Determination Theory: autonomy, competence and relatedness.
Autonomy is our need to feel we have choice and control over our work. Competence is our need to feel capable and effective. Relatedness is our need to feel connected to other people. These three needs are important because they underpin high-quality motivation. When they're met, people are more likely to feel engaged, energised and willing to contribute. When they're frustrated, motivation tends to become more controlled, draining and less sustainable. The findings paint a much more nuanced picture of hybrid work than many headlines suggest.
On remote workdays, employees experienced greater autonomy. They felt they had more control over how they structured their work and, importantly, they maintained their energy better throughout the day. The researchers found that this greater sense of autonomy was associated with lower declines in energy during the afternoon and evening. However, there was a trade-off.
On office days, employees experienced greater relatedness. They felt more connected to the people around them. While office work didn't provide the same autonomy benefits, it did satisfy an equally important psychological need to belong.
This suggests that the question isn't whether remote work is better than office work, or vice versa. Each environment appears to support different aspects of motivation. For leaders, this changes the conversation. Rather than arguing about how many days people should be in the office, we should be asking what each day is designed to achieve.
If someone comes into the office simply to spend eight hours attending virtual meetings with headphones on, they've probably lost much of the autonomy of working from home without gaining the connection that office work can provide. Likewise, if someone works remotely every day without meaningful interaction, they may enjoy greater independence but gradually lose the sense of belonging that helps teams perform well over time. The best hybrid leaders think less about attendance and more about purpose.
Office days should be designed around the activities that benefit most from human connection. Coaching conversations, creative problem-solving, mentoring, relationship building, onboarding new team members and tackling complex issues together are all likely to benefit from being face-to-face.
Remote days, on the other hand, can be protected for focused work, thoughtful analysis, writing, planning and tasks that benefit from uninterrupted concentration and greater flexibility.
This research also reminds us that motivation isn't like one bucket that we are either filling or depleting. Motivation is shaped by the environment leaders create. We influence motivation every time we decide how work is organised, how meetings are scheduled and how much choice people have over the way they complete their work.
There are three practical areas you can consider this week.
First, look at your team's calendar. Are office days genuinely designed around collaboration and connection, or are people simply working alone in a different location?
Second, think about remote work. Are people given enough autonomy to benefit from working remotely, or have online meetings gradually filled every available hour?
Finally, ask your team a simple question: "When do you feel most energised during your working week?" Their answers may tell you far more than another debate about office attendance.
The key takeaway is that hybrid work isn't primarily a location challenge. It's a motivation design challenge. Remote work tends to support autonomy. Office work tends to support connection. Great leaders understand that both needs matter, and they intentionally design work so their people experience the benefits of each.
As always the reference we used is in the show notes. If you did enjoy this episode, please take a few moments to rate and review it on your preferred podcast player - that helps others to find it. Have a great week.
Reference
Olafsen, A. H., Kujanpää, M., Stenling, A., Tafvelin, S., & Bentzen, M. (2026). Daily need experiences across office and remote workdays. European Journal of Work and Organizational Psychology.
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