Adaptive Leadership As A Stress-Buffering Mechanism in Hybrid Work Environments: A Theoretical Integration and Scoping Review

Abstract

The widespread adoption of hybrid work arrangements has redefined operational structures, offering schedule flexibility while creating unique psychosocial demands. Distributed workforces regularly face stressors such as technostress, boundary erosion, social disconnection, and role ambiguity. Conventional leadership models dependent on presenteeism and direct oversight are increasingly ill-equipped for these decentralized environments. This scoping review synthesizes empirical and theoretical literature published between 2016 and 2026 to evaluate how adaptive leadership behaviors mitigate workplace stress and foster employee well-being. Integrating the Job Demands–Resources (JD–R) model and Self-Determination Theory (SDT), we examine five core adaptive practices: structural agility, empathetic e-leadership, curated digital ecosystems, autonomous goal-setting, and intentional boundary management. The review proposes an integrative multi-level framework—the Adaptive Leadership Stress Buffer (ALSB) Model—demonstrating how adaptive leadership converts potential psychological strains into job resources, satisfying fundamental psychological needs for autonomy, competence, and relatedness. We conclude with a critical discussion of operational paradoxes, methodological gaps in current literature, and actionable strategies for organizational leaders.