<p>This paper focuses on the role of managers’ self-construal as they shape their jobs in remote work environments, drawing on job crafting theory. Based on twenty seven in-depth interviews of middle and senior managers across ten industries, the study examines managers’ approaches to productivity in remote work settings. This study employed analytic pluralism by combining interpretative phenomenological analysis and thematic analysis to generate rich and nuanced insights. The results suggest that a manager’s self-construal plays a crucial role in job crafting. In particular, idiocentric managers (those with an independent self-construal) felt well suited to remote work as it allowed them to present their authentic selves and increased their sense of comfort and engagement. Nevertheless, they experienced difficulties receiving proper work support. Conversely, allocentric managers (those with an interdependent self-construal) found remote work more challenging, experiencing weak socialization and difficulty in integrating their work with that of their teams. This research can contribute to the body of remote work literature by introducing the concept of self-construal and showing how job redesign is influenced in this context. The results have significant policy implications for managers and employees in flexible environments.</p>