Due to the increasing use of remote work, understanding the dynamics of employee support and its implications for job satisfaction and work–life balance is crucial. Utilizing the Conservation of Resources (COR) theory as a theoretical framework, this research investigated how feeling supported by leaders and colleagues at work fosters work–life balance and job satisfaction among remote employees. The study involved 635 remote workers (females = 61%, mean age, 46.7, SD = 11) from various service-based industries and public administration in Italy. Results from the structural equation model showed a total mediating effect of job satisfaction in the link between colleague support and work–life balance (χ²₍₂₂₎ = 68.923, p = 0.00, CFI = 0.973, TLI = 0.955, RMSEA = 0.059 (90% CI = 0.044–0.075, p = 0.158), SRMR = 0.030), emphasizing the role of interpersonal relationships within the workplace in enhancing remote workers’ job satisfaction and, consequently, their work–life balance. Contrary to expectations, the study found no significant direct or indirect link between leader support and work–life balance. This research highlights the significance of fostering strong social connections and ensuring employee satisfaction to promote well-being and work–life balance in remote work arrangements.

Subtle and often ambiguous forms of gender-based bias continue to shape everyday workplace interactions, influencing how individuals are perceived, evaluated, and treated. This study examines gender microaggressions (GMAs), defined as subtle, often ambiguous verbal, behavioral, or environmental expressions of gender-based bias. These pervasive yet frequently overlooked dynamics are explored in terms of their directionality, multi-level effects, and how individuals interpret and respond to them within organizational hierarchies. Using a qualitative design, 47 semi-structured interviews were conducted with Italian workers across roles and sectors. Data were analyzed through thematic analysis, complemented by T-Lab co-occurrence analysis to identify recurring patterns in perceived effects and reactions. Participants predominantly perceived GMAs as targeting women and being enacted by men, reflecting perceived gendered power asymmetries. Participants reported cascading negative effects, including psychological distress, reduced motivation, impaired workplace relationships, and perceived effects extending to broader organizational functioning. Reactions were highly context-dependent, with non-response emerging as common due to ambiguity and power constraints, while participants also described more assertive responses following repeated experiences. Overall, GMAs emerge as systemic, multi-level phenomena that undermine individual well-being and organizational functioning, highlighting the need for structural and cultural interventions to foster more inclusive workplaces.