Virtual (freedom from) reality: Evaluation apprehension and leaders’ preference for communicating through avatars

Abstract Virtual reality is spreading rapidly as an emerging communication tool in organizations. The present research examines when and why leaders might prefer interacting with their subordinates virtually, via computer avatars (graphical computer representations of humans), rather than through face-to-face interactions. We examine this question in the context of monitoring and seek to understand the underlying psychology that drives leaders’ preference for interacting via avatars. Across two experiments, we tested our predictions that (1) contexts that require frequent monitoring increase leaders' preference for interacting via avatars, and (2) this preference is driven by concerns about negative social evaluation. Results supported our predictions, indicating that contexts requiring frequent monitoring increase leaders' preference for interacting via avatars (Experiment 1), and this effect was due to increased concerns about negative social evaluation (Experiment2). We also explored the role of personality on this effect (Experiment 2). Theoretical implications for the psychology of leadership in the digital era and the adoption of novel technologies are discussed.