ABSTRACT
Describing a person as “distant” may bring to mind an image of someone who is aloof and uncaring (i.e., socially distant), or perhaps physically removed from the current situation. In either case, the perception of this “distance” has important ramifications for the quality of the relationship between the distant other and the perceiver of the distance. For example, we often hear of the difficulties of long-distance relationships (e.g., they never last, they are difficult to maintain) and in addition, when romantic partners “grow apart” or become distant from one another, the implication is that the relationship is characterized by poor quality and that it may indeed end. Leader–follower relations, though arguably less interpersonal (Hogg & van Knippenberg, 2003; cf. Schyns, this volume), are nonetheless impacted by perceptions of both physical and psychological distance (see Antonakis & Atwater, 2002), where less distance between the leader and his or her followers generally implies better and more effective leadership and thus group output (although not always, see Shamir, this volume). While leaders vary in their social, psychological, and interactional distance from followers at an interpersonal level, on the intragroup level leaders also strive to close the gap between themselves and what is normative for their group and its members. This second type of distance, which we term “normative distance” is also a key component in understanding the leader–follower relationship, as well as perceptions of a leader’s effectiveness.
