THE “FOMO” SYNDROME IN VIRTUAL TEAMS: LEADERSHIP STYLE AND EMPLOYEE ALIENATION IN HYBRID WORK – A MIXED METHODS STUDY

<doi>10.24250/jpe/SI/2026/GSV/CM/</doi>

Abstract

Hybrid work has fundamentally reshaped organizational
communication and employee experience, introducing new
psychosocial dynamics such as workplace Fear of Missing
Out (FOMO). This study investigates the relationship
between workplace FOMO, leadership style, and employee
alienation in hybrid teams using a mixed methods design.
The quantitative phase (N = 300 employees) examines the
predictive role of FOMO and leadership style on
alienation, while the qualitative phase (N = 20 semistructured
interviews) explores subjective experiences of
exclusion, digital overload, and leadership communication.
Drawing on Self-Determination Theory and Social
Exchange Theory, the study proposes that workplace
FOMO mediates the relationship between leadership style
and employee alienation. Transformational and inclusive
leadership styles are expected to reduce FOMO and
alienation, while transactional leadership increases
perceived exclusion. Quantitative data are analyzed using
regression and mediation models (PROCESS Macro
Hayes), while qualitative data are examined through
thematic analysis (Braun & Clarke, 2006). Findings are
expected to contribute to organizational psychology by
integrating cognitive-emotional mechanisms of digital
work with leadership theory, offering a comprehensive
model of alienation in hybrid environments.