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Psychosocial and Tangible Distance Between a Leader and a Follower: The Impact on Dyadic Relations
Author(s) -
Meirovich Gavriel,
Goswami Ashita
Publication year - 2021
Publication title -
journal of leadership studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.219
H-Index - 14
eISSN - 1935-262X
pISSN - 1935-2611
DOI - 10.1002/jls.21722
Subject(s) - psychosocial , psychology , interpersonal communication , social psychology , critical distance , partner effects , psychotherapist , physics , sound power , acoustics , sound (geography)
The goal of the present study was to analyze how interactions between intangible and tangible dimensions of distance between a leader and a follower were intertwined with interpersonal conflict, leader–member exchange (LMX), and satisfaction with a leader. The current research demonstrated that there was a significant relationship among psychosocial distance, physical distance, and the frequency of communication, and that these types of distance were not independent, as had been claimed in the previous research. In addition, physical distance positively moderated the relationship between psychosocial distance and conflict with a leader. The implication is that when physical distance becomes too small, an increased interaction will not fit high psychosocial distance between parties, and conflict will exacerbate. LMX and satisfaction with a leader mediated the relationship between psychosocial distance and both physical distance and frequency of communication. Two dimensions of tangible distance have dissimilar effects. More dynamic communication component can be altered more easily and maintain equilibrium in relationship. Less flexible physical distance leads to potential misfit with psychosocial distance and to a leader–follower conflict. Psychosocial distance should not be equated with differences. The latter can be of a complementary nature, and as such, reduce distance.