Line managers as change agents in hybrid work environments: employee resistance, reflective practices, and team performance in Jordan

Purpose This study examines the role of line managers as change agents in hybrid work environments, focusing on how their behaviours influence employee resistance and team performance, with employee reflection as a mediating mechanism. The under-researched context of Jordan challenges the generalisability of Western-centric theories of change management in a high-power-distance, collectivist culture. Design/methodology/approach An explanatory sequential mixed methods design was employed. Phase 1 involved a survey of 320 employees and 80 line managers from Jordanian organisations with established hybrid work policies. Data were analysed using structural equation modelling and moderated mediation. Phase 2 comprised 24 semi-structured interviews with employees and managers purposively selected from the survey sample; thematic analysis was used to explain and contextualise the quantitative findings. Findings Line managers' change-agent behaviours were positively associated with team performance, and this relationship was partially mediated by employee reflection. Employee resistance moderated the change-agent behaviour–reflection link, such that the positive effect was weaker when resistance was high. Qualitative findings revealed that in Jordan's high-power-distance context, managers' ability to build trust and provide clear, directive guidance was critical, while employee reflection was often triggered by structured feedback conversations rather than solitary introspection. Practical implications Organisations should invest in developing line managers' change-agent capabilities, particularly in contexts where trust gaps exist. Fostering reflective practices through structured dialogues can enhance performance in hybrid settings. Originality/value The study is the first to empirically test the mediating effect of employee reflection on change-agent behaviours and team performance in hybrid work. It provides much-needed evidence from a non-Western context, demonstrating how cultural factors shape the effectiveness of managerial change behaviours.