Leadership Distance and Perceived Organizational Support: An Integrative Review Toward Employee Engagement in Modern Organizations

Rahmi Andini Syamsuddin; Ima Amaliah; Nunung Nurhayati

doi:10.55927/ijbae.v5i1.563

Authors

Rahmi Andini Syamsuddin Universitas Pamulang
Ima Amaliah Universitas Islam Bandung
Nunung Nurhayati Universitas Islam Bandung

DOI:

https://doi.org/10.55927/ijbae.v5i1.563

Keywords:

Leadership Distance, Perceived Organizational Support, Employee Engagement, Digital Leadership, Organizational Behavior

Abstract

This study examines the relationship between leadership distance and employee engagement and the moderating role of perceived organizational support (POS) in contemporary work settings. The rise of remote, hybrid, and digitally mediated work has increased physical, social, and psychological leadership distance, raising concerns about its impact on employee engagement. Using a conceptual literature review of studies published between 2000 and 2024, this paper integrates Social Exchange Theory, Leader–Member Exchange, and the Job Demands–Resources model to explain these dynamics. The findings suggest that greater leadership distance weakens trust and relational connection, leading to lower employee engagement, while POS mitigates these negative effects by enhancing employees’ sense of support and value. The study highlights the importance of strong organizational support systems, such as transparent communication and supportive digital infrastructures, to sustain engagement in distant and hybrid leadership contexts.

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