Introduction. In digital work environments, physical distance makes it more challenging to develop and maintain work relationships. As a result, leadership behavior and how leaders engage with employees have become especially important. Previous research has shown that the choice of communication tools and the level of situational stress significantly influence leadership behavior. However, the ways these factors affect exploitative leadership (i.e., a leadership style where leaders focus on their own interests and take advantage of subordinates) are still not well understood. Drawing on Media Richness Theory, Construal Level Theory, and Conservation of Resources Theory, it is proposed that lean communication media (e.g., text-based channels like email and chat) and higher stress increase psychological distance between leaders and employees, promoting exploitative leadership behavior.
Purpose. This study aims to explore how communication media and leaders' situational stress influence exploitative leadership in digital work environments. It examines whether using leaner communication channels and higher stress levels increase psychological distance, thereby raising the likelihood of exploitative leadership.
Method. A series of laboratory experiments is conducted where the communication channel (i.e., text, audio, video, face-to-face, free choice) and stress condition (neutral vs. stressed) are systematically manipulated. Participants are assigned tasks under either predetermined or freely chosen communication channels. Leadership behavior, stress responses, and psychological distance are assessed using physiological measures (i.e., heart rate, heart rate variability, skin temperature) alongside self-report instruments.
Results. Data analysis is ongoing. It is anticipated that the findings will demonstrate that lean communication channels and heightened stress contribute to increased psychological distance, which in turn facilitates exploitative leadership behaviors.
Conclusions. The expected outcomes are projected to advance the theoretical understanding of the interplay between media use, situational stress, and exploitative leadership in digital collaboration. Practical implications concern the development of communication strategies and training interventions designed to mitigate exploitative tendencies in digital collaboration.