Abstract
Agile working arrangements (AWA) involve the ability to work in a space and/or time best suited to the task at hand. While there has been attention to improving individual/organisational performance when practising AWA, less is known on the impacts on managers. This is despite the fact that holding managerial roles is known to be lonely and isolating, which can impact managerial belonging. While these experiences already existed before the global pandemic, since the easing of UK lockdown restrictions there has been continued (and growing) use of AWA. Yet, little attention is paid to who is looking after the manager. Drawing from qualitative research, this paper aims to explore the impact AWA (in the form of hybrid work) has on managerial belonging. It will be argued that whilst managerial belonging can be challenged by implementing and practising AWA’s, it is also possible for managers to experience belonging in positive ways too.