forbes.com
Psychological Closeness: The New Metric for Leadership in the Hybrid Workplace
A new study reveals that psychological closeness, or the felt sense of connection between leaders and employees, is the key driver of performance in today's hybrid and remote work environments, surpassing traditional metrics like hours worked.
- How is the shift to hybrid and remote work changing the definition of productivity and leadership effectiveness?
- In today's hybrid workplace, the traditional measure of productivity—hours spent physically present—is insufficient. Research from the Stanford Institute for Economic Policy shows that while remote work peaked at over 60 percent of workdays during the pandemic, it has stabilized around 25 percent for two years, indicating a lasting shift. This necessitates a new leadership approach focused on psychological closeness.
- What specific strategies can leaders use to build psychological closeness within their teams, and how do these strategies impact employee engagement and performance?
- Psychological closeness, defined as the perceived connection between leader and employee, is a key performance driver. Professor Olga Epitropaki's research highlights that empathy and a clear vision reduce psychological distance in remote settings, boosting performance and discretionary effort. Conversely, a lack of felt connection leads to decreased motivation and long-term commitment, even if short-term targets are met.
- What are the potential long-term implications of prioritizing psychological closeness as a key performance indicator (KPI) for organizational culture and talent acquisition?
- To cultivate psychological closeness, leaders must move beyond empathy to compassion, actively addressing employee concerns and translating listening into visible action. This requires training in both cognitive and emotional empathy, balancing understanding with objective decision-making. Measuring closeness through regular feedback, focusing on support, information access, and leader accessibility, allows for data-driven improvements.
Cognitive Concepts
Framing Bias
The article is framed positively towards the concept of psychological closeness, highlighting its benefits and presenting it as the solution to leadership challenges in remote work. While the benefits are substantial, the framing could be perceived as overly enthusiastic, potentially downplaying the complexities of managing remote teams.
Language Bias
The language used is largely neutral and objective. However, terms like "felt sense of connection" and "psychological closeness" might be considered slightly subjective or emotionally charged, but they are central to the topic and not presented in a manipulative manner.
Bias by Omission
The article focuses primarily on the benefits of psychological closeness in remote work environments, potentially neglecting potential downsides or challenges. While it mentions the importance of accountability, it does not delve into potential difficulties in maintaining accountability in a remote setting or how to address them effectively. It also doesn't discuss the potential for increased workload on managers due to the need for heightened communication and support.
False Dichotomy
The article presents a somewhat simplistic dichotomy between managing by physical presence and managing by psychological closeness, implying that one directly replaces the other. In reality, both factors can contribute to effective leadership, and the optimal balance may vary depending on the specific team, work, and organizational context.
Sustainable Development Goals
The article emphasizes the importance of psychological closeness in leadership for improving employee engagement, performance, and retention in remote and hybrid work environments. This directly contributes to decent work and economic growth by fostering a more productive and motivated workforce. Improved employee engagement leads to higher productivity and innovation, boosting economic growth. Increased retention reduces recruitment costs and maintains institutional knowledge.