Working from home was once hailed as the great equaliser. More flexibility, fewer commutes, and the chance to balance work and life on our own terms. But new research from the University of Queensland reminds us that the story is more complex: not everyone benefits equally from remote or hybrid arrangements.
A survey of nearly 400 workers reveals that the impact of working from home depends heavily on three factors: stress levels, autonomy, and the degree of monitoring.
Stress, Autonomy, and Monitoring
The findings suggest a nuanced picture. For men in high-stress, low-autonomy roles, working from home tends to ease some of the pressure. The distance from the office offers breathing room and fewer opportunities for micromanagement.
By contrast, women in lower-stress and low-monitoring roles often report feeling better in the office. For them, the workplace can be a source of energy, connection, and boundaries between work and home. In other words, context matters more than the generic flexibility narrative.
Perhaps the most striking insight: excessive supervision (whether in person or digital) strongly correlates with anxiety and depression. When employees feel constantly watched, trust erodes, wellbeing suffers, and the supposed benefits of flexible work vanish.
Beyond One-Size-Fits-All
This research challenges the idea that hybrid or remote work policies can be designed as a blanket solution. What works for one employee may undermine another, depending on their role, support systems, and lived experience. Leaders need to look beyond policy and into practice:
- Ask, don’t assume. How do different groups on your team experience hybrid working?
- Rethink monitoring. Accountability should come from clear goals, not constant surveillance.
- Value autonomy. The ability to choose when and how to work is a critical driver of wellbeing.
- Balance connection and flexibility. Some employees draw energy from the office, others from home. The key is offering both without judgment.
The Bigger Lesson for Leaders
Working from home isn’t simply about where work gets done. It’s about how power, trust, and autonomy are distributed. Hybrid work will continue to be part of the future, but the leaders who get it right will be the ones who stop treating it as a perk and start treating it as a question of equity, wellbeing, and culture.
The University of Queensland study makes one thing clear: the benefits of working from home don’t flow evenly. Leaders who take the time to understand these nuances will be better equipped to create work environments, in office, at home, or in between, where everyone can thrive.