“In face-to-face interactions, most of us are very easily swayed by the power of personality,” says Purvanova. “Virtually, we are less swayed by someone’s personality and can more accurately assess whether or not they are actually engaging in important leadership behaviours. People are more likely to be seen based on what they actually do, not based on who they are.”
Georgia Southern’s Charlier is not surprised to find a wide gulf between the behaviours of in-person and remote leaders. “In any leadership role, you’ve got to establish that trust. It’s trusting that the person is going to do things, and trusting that they’re telling the truth and being up front and honest. But how you go about doing that virtually is a little different – it’s a different skill set.”
One of the best parts of distributed work is that it levels the playing field for neurodivergent people who can’t compete in rooms and one-on-ones with the peak, manipulative neurotypicalism that is often confused for leadership.