ABSTRACT
With the introduction of new legislation in some countries, the opportunity to work flexibly has increased for many employees. This chapter focuses on the role of line managers in making flexible working "work". It draws on literature from a number of related contexts to evaluate the role of line managers, including research on specific forms of flexible working (e.g., part-time work; remote working/telecommuting; working from home; reduced-load work); research on work-family balance and flexible working, such as family-supportive supervision; and, research on idiosyncratic deals. The chapter highlights ways in which the line manager plays a significant role in flexible working, from the influence on who takes up opportunities for flexible working and the form that flexible working takes through personal negotiations, to the ongoing support of flexible working within organizations. The pervasive influence of line managers in the success of flexible working policies provides a significant opportunity to improve productivity and to promote gender equality and mental well-being in organizations.
