Informal learning, characterized by task-related learning (i.e., learning through reflection and experimentation) and interactional learning (i.e., learning from colleagues and supervisors), is an essential source for employees to acquire new knowledge and skills. However, hybrid work environments might affect the opportunities for informal learning as they restrict employees’ interactions with co-workers and supervisors, thereby creating barriers for learning. Although research has shown that transformational leadership is key in supporting employees’ informal learning in traditional work settings, little is known about whether it is still effective in hybrid work environments, which are considered “the new normal.” To address this research gap, we conducted a multi-wave study examining the impact of transformational leadership in organizations employing a hybrid work model. Our findings reveal that intellectual stimulation is an especially important dimension by simultaneously influencing both informal learning categories, making this dimension the main driver of employees’ informal learning activities. Surprisingly, we reveal a universalist perspective regarding the effectiveness of the transformational leadership dimensions, meaning that they are effective regardless of whether employees work in face-to-face or remote settings. Moreover, the findings emphasize the importance of employees engaging in informal learning processes in the workplace, especially by learning from their supervisors, to boost their performance.
