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AbstractDrawing on construal level and conservation of resources theories, our paper focuses on the psychological distance employees experience from their manager in remote work contexts. We specifically examine the role of three leadership behaviours (initiating structure, consideration and vision communication) on employees' perceptions of psychological distance from their manager and the subsequent effects on employee task, emotion and avoidance coping and individual effectiveness outcomes. Using data from two independent studies (Study 1: a four‐wave time‐lagged online study of remotely working 338 participants; Study 2: a four‐wave time‐lagged study of 202 hybrid working professionals), we found that consideration and vision communication reduced employees' perceptions of psychological distance from their manager, while psychological distance decreased task coping. Support for a serial mediation model was also found, with consideration and vision communication indirectly influencing task performance and consideration indirectly influencing organizational citizenship behaviours and withdrawal behaviours via psychological distance and then via task coping. Our research results provide new insights into the role of leadership in remote work contexts and highlight the implications of psychological distance from the leader for employees' coping responses and individual effectiveness.

People may identify with multiple entities at work, but how are different foci of identification related and how do they influence extra-role work behaviors? Drawing from social identity theory, our article examines: (a) the potential bidirectional relationship between leader and organizational identification; (b) the mediating role of organizational identification on the relationship between leader identification and organizational citizenship behavior (organization-targeted, OCBO); and (c) the moderating role of collective identity orientation on the indirect relationship between leader identification and OCBO via organizational identification. Cross-lagged analyses of two-time data in two independent studies provided support for identification generalization from leader identification to organizational identification and confirmed the hypothesized mediating role of organizational identification. Our results also confirmed the moderating role of collective identity orientation and showed that the relationship between leader identification and organizational identification was stronger for employees with low collective identity orientation. Support was also provided for moderated mediation. Overall, our findings showcase the importance of examining multiple identifications foci when studying social identification at work, and provide support for spillover effects of lower-order to higher-order identifications.