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The purpose of this paper is to develop a set of elements that Intelligence Community (IC) leadership can use as a framework to transition leadership development courses from the current face-to-face format to the virtual environment. IC employees face unique leadership challenges, and broader application of leadership development is needed. Due to the unique ethical and leadership dilemmas faced by the IC workforce, the unique makeup of the current labor force, the limitations of traditional face-to-face leadership development efforts, and the broad group of stakeholders affected, the IC should transition from face-to-face leadership development to a virtual environment. In this phenomeno logical qualitative study, eight primary themes emerged as important to include in a virtual leadership development course.

Virtual regional service provider is a key management mechanism created to realize the health service system development plans and a mechanism established to bring about integration of all elements of the health system. However, a virtual service provider office (VSPO) to support the work of the executive has not yet been formally established, and there are no operations practitioners deployed yet, who are necessary to develop the competency of regional operating officer (ROO) in each province. The purpose of this paper is to analyze training program factors to develop the competency of ROO in the VSPO in Thailand.

This is a descriptive research that used structural equation model. The research sample consisted of 274 executives and 664 practitioners in the Vice Chief of the provincial health office under the 12 regions; executives’ questionnaire and a VSPO questionnaire were used as tools for this study; data were statistically analyzed by three methods, namely, exploratory factor analysis (EFA), second-order confirmatory factor analysis (second-order CFA), and path analysis (PA).

The variable model was composed of ten factors, selected from 40 variables, which are as follows: service plan and personal administration, summary to present for administrators in the VSPO, network management and team building, summary to adjust strategies, key performance indicator (KPI) and action plan, new management skills, system thinking, analytical thinking, synthesis thinking, conflict management style, and leadership; presentation of methods and data for monitoring, presentation skill, conference management skill; researching, learning skill, communication skill exercise, action plan workshop, preparation to study in the fields workshop; fiscal and monetary, internal control and risk management; project management, monitoring, and data definition; and positive thinking, conflict management process, negotiation skill contingency management.

Ten factors of the variable model of training program factors to develop the competency of ROO in the VSPO in Thailand had high construct validity and they were analyzed using three methods, i.e. EFA, second-order CFA and PA, that were appropriate to be used for developing a training program.

Triggered by public concerns over office workplace safety during the COVID-19 pandemic, this study sheds light on the office workplace environment and aims to investigate how organisations respond to forces from the external environment (impacted by the COVID-19 pandemic) and how they modify their office workplace management strategically and operationally to suit the stakeholders’ needs and future development in the post COVID-19 period.

A desktop study was conducted to provide the framework for the in-depth interviews with five corporate real estate (CRE) managers and three workplace consultants. Thematic analysis including coding technique was adopted to analyse the qualitative data.

The findings show that during the COVID-19 pandemic, most of the intended and implemented office workplace modifications are mainly related to two types of risk control: administrative control and personal protection. At a strategic level, organisations react to the external forces by re-modelling their businesses and working towards re-orienting their CRE strategies, such as portfolio transformation, agile portfolio strategies and redesign of the office workplace, etc.

This is a topical and timely study that presents the general practice of office workplace modification during the COVID-19 pandemic, as well as the related CRE management (CREM) strategies developed for the new normal. The findings obtained through in-depth interviews have well supported the CREM strategic alignment theory. It is foreseen that office workplace management will encounter other challenges due to uncertainties of the COVID-19 pandemic. The findings of this study provide a practical lens to look at the future changes of office workplace environment.

Work environments are undergoing a transformation where organizations have various spatial solutions at their disposal. However, organizations may have challenges in making the right decisions in a work environment change, when the spatial solution is only one dimension of the work environment. The purpose of this paper is to approach this problem in a holistic way and explain the relationship between work environment changes and the development of organizational performance in the activity-based work (ABW) environment.

The results are based on an extensive quantitative survey involving 471 participants. The survey was theory driven and built on former literature. The participants were randomly collected from the largest cities in Finland, and the data were analyzed with a regression analysis.

The results showed that ABW environments require no more attention to the different work environment dimensions when compared to other office types, with the exception of the social work environment; the changes of which have a relatively strong relationship with the development of organizational well-being. In the ABW environment, a change in the physical work environment has a stronger relationship with the development of organizational productivity and a change in the social work environment has a stronger relationship with the development of organizational well-being than a change in the other work environment dimensions.

This study yields empirical evidence of the relationship of physical, digital and social work environment changes with the development of organizational performance in the ABW environment. The value of this paper is that it offers a simple but holistic research model to distinguish the outcomes between the different work environment dimensions so that relevant expertise is applied to take concrete and targeted action.

The purpose of this paper is to present an environmental psychological case study regarding an office design change. The employees of the researched company had the chance to decide whether to stay in the classic open office set-up or to switch to a shared desk supplemented by a one-day-a-week home office possibility. The authors examined the development of participants’ territorial behaviour and place attachment.

The given organizational situation is a quasi-experimental design; the variables were examined via questionnaire in a longitudinal model. Quantitative measurement was supplemented with focus group discussions.

The degree of personalization (a type of territorial behaviour) decreased significantly not only among those who lost their permanent workstations – as we expected – but also in the entire population. Workplace attachment stagnated for the entire population, but workstation attachment showed a significant decrease among those who switched to the shared desk.

The limitations and the advantages are also followed by the nature of a case study: high ecological validity with relatively low sample size.

Redesigning an office is never just an economic or interior design issue, but a psychological one. This paper provides practical environmental psychological insights into implementing office designs without permanent individual workstations.

This paper presents the environmental psychological background of shared desk design implementation. The authors point out the significance of repressing personalization behaviour and as per the authors’ knowledge, they are the first to introduce the concept of workstation attachment.

Virtual collaboration in teams becomes increasingly popular at work. With the advantages of working in virtual teams come leadership challenges for which the shared leadership theory is discussed as a potential solution. While previous empirical studies investigating shared leadership in virtual teams generally confirm positive effects on team outcomes, this study aims to investigate in detail the leadership behaviors that are typically shared in these settings and how these shared leadership behaviors affect individual level outcomes.

Individuals from different teams participated in a questionnaire study (n = 411). Structural equation modeling was used to assess the effects of shared task- and relations-oriented leadership behaviors on team member’s subjectively perceived productivity and satisfaction with leadership.

Results indicate that shared task-oriented leadership behaviors have a significant positive effect on subjectively perceived productivity and satisfaction with leadership, while relations-oriented leadership behaviors have a significant negative effect. A hypothesis stipulating a moderating effect of task interdependence was not confirmed.

Practical implications include that in virtual teams with hierarchical organizational structures, it may be recommended that task-oriented leadership behaviors are shared among team members, whereas relations-oriented leadership behaviors should remain the responsibility of the official leader.

The findings complement previous research with new insights on behavioral dimensions of shared leadership and their effects on outcomes on the level of the individual.