With the increasing prevalence of remote work, understanding how it impacts employee perception, psychological safety, and job performance is critical for organisations. This study aims to investigate the relationships among these variables using a cross-sectional quantitative design and a questionnaire consisting of three scales: the Worktango employee sentiment around remote work survey, the Worktango psychological health and safety survey, and Goodman and Svyantek’s performance scale. Our sample included 857 participants, both managers and non-managers, from a large insurance company. Our first two hypotheses were confirmed using non-parametric Kruskal–Wallis tests: employee sentiment around remote work as part of hybrid work is more favourable in non-sales fields and among employees who actually work remotely more often. Moreover, we found that psychological safety moderates the relationship between employee sentiment around remote work and work performance. Specifically, we observed that the positive relationship between employee sentiment around remote work and work performance is stronger when psychological safety is high. Overall, our findings contribute to the understanding of how remote work is perceived by employees and its relationship and impact on their psychological safety and job performance. These insights can help organisations develop effective policies and practices for remote work that support their employees’ well-being and performance.

Since the 1960s, career success has been extensively studied from different angles. This paper aims to identify the main topics of interest covered by the literature throughout time frames defined based on the number of article citations. A Scopus database search was performed in November 2021, gathering 926 articles on career success that were analyzed in VOSviewer. The results show that several concepts were constant over the years, such as mentoring, mobility, income, education, gender, and culture, while other topics of interest were introduced more recently (e.g., career satisfaction, change, personality, networking, the link between the private and professional life, the relationship between objective and subjective career success). An understanding of historical career success research topics contributes to the development of future human resources strategies and policies.

The COVID-19 pandemic has brought tremendous challenges for the educational field, especially in terms of leadership strategies to be taken on a short notice in order to ensure both health security of the personnel and learners, but also adapt to an online teaching environment and other challenges. While several higher education institutions had partially or completely adapted to an online educational model, the COVID-19 period offered new challenges in terms of internationalization, investment in technology and financing, but also in terms of implementing new educational models, fully online or hybrid models. Based on a sample of 23 Universities from the European Union, the current research aimed to propose new directions of the academic leadership strategies and focus points during the COVID-19 pandemic, as well as expected trends after the end of the pandemic. Based on the study of the academic leadership strategies and models in the European Union, this paper offers an additional practical overview to existing studies in the field, as it inquires the implemented university leadership strategies in order to adapt and overcome the current pandemic crisis, as well as ensuring the continuity of activities and development of higher educational institutions.

All companies strive for sustainable growth and performance, a complex task in a volatile, uncertain, complex, and ambiguous (VUCA) environment, with evolving legislation transforming the roles and responsibilities of leaders, while being closely watched by investors. Besides the ongoing effect of the Fourth Industrial Revolution, the 2020 multidimensional crisis challenged the worldwide status quo in many respects, accelerating the rhythm of change for business models and questioning the leadership competences, motivation, and practices, due to new ways of working, interaction, and collaboration, and different ways the teams are now led and are expecting to be led. The career success is a dynamic concept that evolved over the past decades, being studied through numerous lenses, such as its predictors and antecedents, personal anchors (values and beliefs) and personality traits, own preparation for the professional road (education and learning), drivers, demographics, life choices, and the career capital. This analysis follows the topic of career success over the last six decades, showing the citation evolution of papers on the subject, and identifying the most related articles, as well as the most related journals. The findings are based on a quantitative analysis of Scopus indexed documents, with a qualitative highlight on the most related articles and the most cited articles of the most influential authors.

After more than two years, the Covid-19 crisis is still not over, therefore top managers and human resources professionals are investing an important amount of time in finding the right way to keep their employees safe and motivated to ensure the performance and continuity of their businesses. Being interested in this topic, we studied in two distinct moments (beginning and end of 2021) the preferences of the managers regarding the methods that could be implemented in organizations such as working totally remote, totally from the office, or hybrid work while staying healthy, motivated and performant. The method used for the two moments of our research was the investigation based on a questionnaire addressed to managers working in all departments, located in the entire country. In this article, we will present the results of the research conducted at the end of 2021 and we will compare the results in the dynamics. Essentially, the results show the fact that non-sales managers appreciate more the work at distance or hybrid work and wish to keep this facility in the long run while sales managers appreciate it less and want to work as much as possible from the office. The preference of the two categories is very much linked to their job type and their need for direct human interaction. Regardless of their preference, all managers and their teams feel motivated and involved, and on the long term, they all believe that hybrid work will lead to ensuring the motivation and performance of their teams because being from time to time in the office encourages socializing, better access to information, an option to change the environment and even to, sometimes, work easier. Listening to the voice of the employees’ remains key in taking good quality decisions.