Summary
Leaders constantly make choices—often unconsciously—about how close or distant to be from their teams. This research shows that psychological distance is not fixed or structural, but something leaders actively do through everyday behaviors. Leaders are more likely to create distance when their sense of authority or identity feels threatened, and more likely to foster closeness when that identity is secure and affirmed. Understanding this dynamic helps leaders use distance intentionally rather than letting it undermine trust, engagement, or performance.
Leaders are routinely encouraged to be accessible, authentic, and relational, while simultaneously being expected to maintain authority, objectivity, and professional boundaries. Navigating this tension is not simply a matter of personality or leadership style—it is a recurring challenge embedded in daily interactions. Misjudging how close or distant to be can lead to unintended consequences, including disengagement, misinterpretation of intent, or weakened relationships. Yet most leaders receive little guidance on how to manage distance deliberately.
Getting to the source of the problem
Prior leadership research has largely treated distance as a static feature of organizational life—shaped by hierarchy, physical separation, or role differences. This study, conducted by CIL Affiliate and Associate Professor at the Kemmy Business School at the University of Limerick, Moran Anisman-Razin, and her colleagues, challenges that assumption by examining psychological distance as a dynamic, enacted practice. The research explores how leaders actively create distance or closeness in their relationships, why they do so, and how experiences of identity threat or validation shape the way leaders manage distance with followers.
Across two complementary studies, the researchers found that leaders regularly engage in what they term “doing distance”—deliberate behaviors that increase or decrease cognitive and emotional separation from followers. Leaders enact distance not only by reducing interaction or emphasizing hierarchy, but also through symbolic actions such as increased formality, limited personal disclosure, or strictly task-focused communication. Conversely, leaders enact closeness through accessibility, informality, personal engagement, and shared decision-making.
Crucially, the choice to create distance or closeness is strongly shaped by leaders’ identity experiences. When leaders feel their competence or authority is threatened—such as during role transitions, challenges from employees, or uncertainty about legitimacy—they are more likely to increase distance. In these moments, distance serves as a protective mechanism to restore order and reaffirm authority. When leaders feel validated and secure in their role, they are more likely to reduce distance, prioritizing relationships, openness, and employee needs without perceiving a loss of control.
New findings with implications for leadership
This research reframes distance as a leadership tool rather than a byproduct of structure or personality. Distance and closeness are neither inherently good nor bad; their effectiveness depends on leaders’ awareness, intent, and context. Problems arise when leaders enact distance reflexively in response to identity threat, without recognizing how those behaviors may be interpreted by employees as withdrawal, disinterest, or disrespect. Likewise, closeness is most effective when it is grounded in confidence rather than insecurity.
For leaders, the central insight is that managing distance requires self-awareness. Recognizing when identity concerns are driving behavior allows leaders to choose responses that align with both organizational goals and relational health. Distance can create clarity and focus; closeness can foster trust and engagement. Effective leadership lies in knowing when—and why—to use each.
In an era of hybrid work, shifting hierarchies, and heightened expectations for relational leadership, the ability to manage psychological distance intentionally has never been more important. This research invites leaders to reflect on a simple but powerful question: What signal am I sending right now through my closeness or distance? By making distance a conscious leadership practice rather than an unconscious reaction, leaders can strengthen trust, preserve authority, and build healthier, more resilient relationships.
Access the full research paper here: Anisman-Razin, M., Kark, R., & Ashforth, B. E. (2025). “Doing distance”: The role of managers’ enactment of psychological distance in leader–follower relationships. Group and Organization Management, 50(1), 163-204. https://doi.org/10.1177/10596011231158264
