ABSTRACT
This chapter conducts an analysis of the transformation of organizational conflicts in the digital/hybrid era. The underlying causes of this phenomenon have been identified as follows: the absence of non-verbal cues, role ambiguity, technostress (defined as overload, invasion of privacy, insecurity, and complexity), and visibility asymmetries between those who are present and those who are remote. Conflicts pertaining to relationships, cognition, and identity then arise. The solution necessitates the implementation of e-leadership, characterized by sociotechnical–emotional competencies, to facilitate the establishment of symbolic proximity, the management of digital equity, and the promotion of psychological safety. Digital well-being policies (right to disconnect, training, and decluttering) are proposed to balance efficiency and human dignity, transforming tensions into learning opportunities.
