“It’s not a journey I booked the ticket for”: unfolding line manager sensemaking in hybrid work

Purpose This study explores how line managers make sense of their evolving roles as hybrid work managers. Drawing on sensemaking theory, it discloses the new meanings and interpretations that line managers provide to their roles and how these guide their actions in leading the transition to hybrid work. Design/methodology/approach 24 semi-structured interviews were conducted with 12 line managers from Danish public administrations at two points in time: shortly after their shift to hybrid work and approximately one year later. Data were analyzed abductively. Findings The transition to hybrid work has prompted line managers to reframe their roles, viewing themselves simultaneously as well-being ambassadors, supervisors and boundary negotiators. These evolving roles reflect expanded responsibilities that blend traditional management duties with a stronger focus on employee well-being, performance monitoring and HR-related responsibilities, such as setting and negotiating the terms for practicing hybrid work. Practical implications The findings underscore an intensification of managerial responsibilities driven by the sensemaking process and the lack of perceived organizational support. Organizations should enhance their support of managers during this transition and establish HR systems that provide consistency and transparency in implementing hybrid work across the organization. Originality/value This study adds to the limited research on line managers’ experiences with hybrid work by providing unique insights into how they understand, define and make sense of their new roles during the transition to hybrid work.