Video meetings have become a central feature of modern workplaces, particularly as organisations adopt remote and hybrid working arrangements. A recent study involving senior managers in the IT sector highlights how video meetings influence leadership in complex and sometimes contradictory ways. Platforms such as Microsoft Teams and Zoom are now firmly embedded in daily organisational routines. Despite their widespread use, their effects on leadership have not been thoroughly examined from the perspective of both the opportunities and constraints created by digital technology. Research conducted at the University of Eastern Finland addresses this gap by exploring how video technology shapes the experience of managers leading remote teams.
The study found that video technology plays a dual role in leadership. In some situations, it functions primarily as a tool for sharing information. Managers frequently rely on video meetings to communicate updates, conduct staff briefings, or deliver pre-recorded messages to employees. In these cases, video provides a practical way to distribute information quickly and consistently across teams. At the same time, video meetings also serve as an interactive platform that allows managers to hold discussions, exchange ideas, and engage directly with both teams and individual employees.
Many managers consider video technology to be a flexible and efficient method of communication. It allows people to participate in meetings regardless of location and reduces the need for travel. However, the study suggests that the interactive use of video meetings also presents several challenges. Researchers identified five key tensions that shape how managers experience and manage video-based communication in their daily work.
The first tension involves flexibility and inflexibility. Video meetings can streamline time management by making it easier to organise discussions across different locations and time zones. Managers and employees can connect quickly without logistical complications. Yet the same convenience can create pressure when meetings accumulate rapidly. Because scheduling a video call is so simple, calendars often become overcrowded, which can lead to stress and fatigue for managers who must attend numerous meetings throughout the day.
A second tension concerns social connection and social distance. Video meetings allow teams to maintain contact and visibility even when colleagues are physically separated. Seeing one another on screen can help preserve a sense of belonging and collaboration. Nevertheless, digital interaction often lacks the spontaneity and emotional richness found in face-to-face encounters. Casual conversations and subtle emotional cues are more difficult to convey through a screen, meaning that employees may still feel socially distant despite frequent video communication.
The third tension identified in the study relates to participation and passivity. Although video meeting platforms offer tools designed to encourage engagement, managers frequently encounter difficulties in motivating employees to participate actively. Some individuals prefer to keep their cameras turned off, multitask during meetings, or remain silent while others contribute. As a result, leaders may struggle to generate meaningful dialogue or ensure that all voices are heard during discussions.
The research also identified two additional tensions related to information sharing and workplace equality. Video meetings are effective for transmitting formal information quickly and clearly, yet they often fail to capture informal knowledge, subtle cues, and tacit insights that emerge naturally in physical workplaces. Furthermore, while video meetings can create greater equality by allowing employees in different locations to join the same discussion, they may also reveal differences in how individuals communicate, participate, and engage with digital tools. According to Professor Jonna Koponen, the study highlights that successful remote leadership requires managers to balance the possibilities offered by technology with the limitations it inevitably introduces.
More information: Jonna Koponen et al, Dual edge: exploring technological affordances and constraints of video technology in e-leadership, Information Technology and People. DOI: 10.1108/ITP-09-2024-1157
Journal information: Information Technology and People Provided by University of Eastern Finland