Abstract: As organizations continue to debate flexible work arrangements in the post-pandemic era, a critical question remains underexplored: Why do some leaders resist remote work more than others? This article examines the personality and motivational factors underlying leadership opposition to virtual work arrangements. Drawing on three empirical studies—archival analyses of Fortune 500 CEOs, multi-wave surveys of leaders, and experimental research—the evidence reveals that narcissistic leaders consistently resist remote work because it threatens their desires for power and status. While conventional wisdom attributes return-to-office mandates to productivity concerns or trust deficits, this analysis demonstrates that self-centered motivations rooted in leaders' needs to command attention, exercise control, and maintain social standing play a pivotal role. These findings challenge organizations to recognize how leadership personality shapes workplace flexibility decisions, often at the expense of employee retention and organizational performance. For practitioners navigating the future of work, understanding these psychological dynamics is essential for designing policies that balance legitimate business needs with the realities of modern talent management.
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