As work dynamics evolve towards multi-location, knowledge-driven autonomy, employees’ proactive task management is essential

While some suggest that work from home (WFH) offers greater autonomy, leading to increased family time and reduced commuting, others argue that it blurs the boundaries between work and home, potentially diminishing productivity. The co-location of work and home during WFH blurs the traditional separation between the workplace and the family domain. This integration can exacerbate conflicts between work and home responsibilities, resulting in heightened levels of job dissatisfaction, anxiety and disengagement from work. 

As individuals possess finite personal resources such as energy and attention, focusing on one role often depletes resources for another. For instance, individuals working from home full-time may frequently transition between work responsibilities and home duties, such as pausing work to attend to childcare or household tasks. These transitions can further strain individuals’ capacity to effectively manage both work and personal responsibilities.

Boundary theory has become increasingly relevant in the context of WFH. Expanding upon this theory, it is observed that employees are more likely to transition between different roles on days when they are telecommuting compared to when they are physically present in the office. When employees work from home, both their work and home roles converge within the same physical space, creating a unique dynamic. 

According to boundary theory, the nature of these role transitions can significantly impact conflicts between work and home domains. Certain types of role transitions may facilitate the blending of work and home responsibilities. For example, interrupting work to attend to familial duties, such as picking up children from school, can lead to conflicts arising from the home encroaching upon work time (home-work conflict). Subsequently, resuming work after attending to such responsibilities may trigger conflicts stemming from work encroaching upon home life (work-home conflict).

Organisations play a pivotal role in supporting employees by offering flexibility, particularly on days when they work from home, thereby assisting them in managing conflicts that arise when their work and home roles intersect. However, relying solely on organisational support may not offer a comprehensive solution. 

The concept of self-leadership becomes invaluable during periods when employees face challenges arising from the blurred boundaries between work and home, particularly on remote workdays. The considerable expansion of remote and hybrid work in the aftermath of the pandemic underscores the importance for employees to proactively manage their responsibilities. Although remote work was not unprecedented, its widespread adoption during and following the pandemic has been unmistakable. Evidence suggests that diverse remote work arrangements, encompassing hybrid models and full-time remote setups, are poised to remain prominent in the future of work.

While remote work has revealed advantages such as increased flexibility and job satisfaction, its implementation has also presented new hurdles. These include diminished managerial support, which can dampen professional creativity, hinder the willingness to share new ideas and diminish confidence.

The complexities of remote work, ranging from varying locations and home working conditions to frequent interruptions and diminished focus, emphasise the importance of self-leadership in today’s professional realm. 

Moreover, in the remote work setting, there is a heightened need for adaptability and the ability to navigate challenges independently, which harmonises with the fundamental tenets of self-leadership. 

(The writer is associated professor, HR&OB, FIIB; views are personal)