Whilst flexible work arrangements affect all levels of line managers, it has the biggest impact on frontline managers as they are the ones who deal directly with frontline staff. This paper examines how the LMX and AMO theories affect frontline managers during the implementation of flexible work arrangements. We found that during the implementation process of flexible work arrangements, frontline managers are influenced by 1) the relationship they have with their employees; 2) their employees’ work performance; 3) the nature of work; 4) the training they get in relation to flexible work arrangements; 5) the level of trust they have with their employees; 6) executive managements views towards flexible work arrangements. As such, the AMO theory is able to better explain the influences on frontline managers.