Hybrid work amplifies the expectations of availability for job-related tasks after regular working hours, traversing work and nonwork boundaries and making detachment from work unattainable. Based on the stressor-detachment model (Sonnentag & Fritz, 2015), we introduce team charters as an intervention approach to align existing perceptions regarding availability with the needs of team members and improve off-work detachment. We examine the involvement of leadership during team charter development as a boundary condition that regulates the effect of team charters as a resource for team members. Our study is based on longitudinal data of 589 participants nested in 59 hybrid teams including the leader in a German automotive company. Hypothesis testing was employed using a multilevel hierarchical modeling approach to account for the nested nature of the data. Our results show that team charters can improve off-work detachment in high perceived availability conditions of team members. Furthermore, display of leadership power during the team charter workshops improved their impact on detachment, emphasizing their importance as a resource for need-fulfillment and autonomy. Under conditions of low perceived availability demands, team charters showed a negligible influence on detachment, highlighting that the right conditions need to be met for team charters to take effect.
