Work in higher education institutions is changing as different modes of work have become more common. Social interaction is different in multi-locational work compared to traditional on-site work. In this chapter, we investigate how multi-locational work is led at university. The following research question was set for this study: How do university supervisors lead social well-being in multi-locational work? This is a case study of academic and administrative leaders at a Finnish university. The chapter is based on interviews carried out in 2024 with qualitative content analysis. The findings show that leadership in multi-locational work requires a balance between the demands of the organization and support for the well-being of subordinates. The findings contribute the multi-locational work offers leaders the opportunity to work from anywhere and still be accessible to subordinates. Suggestions for positive leadership practices are presented.