The connection between leader behaviour and employee sickness absence in public administration

Abstract

Purpose The purpose of this study is to find the connection between leader behaviour and employee sickness absence in public administration. Design/methodology/approach The research data was collected with the help of an online questionnaire. The SPSS statistical programme and structural equation modelling in AMOS were used to analyse the data. Findings The research was conducted in public administration institutions, and 3,220 employees from public administration were included in the research sample. The author found a negative one-way relationship between certain types of behaviour and sickness absence. The author defines leader behaviour as a multidimensional construct in which each dimension represents a separate cluster of leader behavioural characteristics. Leaders’ “progressiveness” is the most important dimension, and a one-point increase in “progressiveness” (five-point scale) leads to a reduction of 2.8 days in sickness absence for one employee. Research limitations/implications The author focused only on one segment of factors (the behaviour of leaders) that affects sickness absence. To explain the maximum possible measure of the variability in sickness absence, it would be best to include several different influencing factors. Practical implications The study represents a structured model of the link between sickness absence and leader behaviour. With the model, it is possible to determine which behavioural forms of leaders influence sickness absence, where leader behaviour is treated as a complex whole, and not as an individual behavioural characteristic. Originality/value The study addresses calls for research on the relationship between leader behaviour and employee sickness absence within countries.

Work During Non-Work Time of Public Employees

“…It was to be expected that work during non-work times is typical for employees in managerial positions. In the work environment, managers are key actors, as their activities contribute to the realisation of organisational goals, and influence the behaviour of employees (Buzeti, 2021). Interesting findings include that age is not a predictor of work during non-work timesthis is rather a characteristic of individual preferences and job requirementsand that work during non-work times is more common among men, although we would expect women to find it more difficult to balance work and family commitments.…”

Extended Availability of Public Servants for Work from Home During Non-Work Time in the COVID-19 Pandemic

“…We also found out that public servants who were excessively available found it harder to psychologically detach from work. According to Buzeti (2021), leaders have an important role and should work towards increasing the ability of public servants to psychologically detach from work and limit their extended availability for work by introducing changes.…”

“…To obtain the data in our research, we used a quantitative research method and designed an online questionnaire 4 , which included four sets of questions. For the first part of the questions (socio-demographic data), we used a questionnaire designed by Buzeti (2020).…”

Business Leadership from a Gender Perspective and Its Impact on the Work Environment and Employee’s Well-Being in Companies in the Basque Country

“…Employees emotionally perceive the leader’s behavior, and such behavior should therefore be helpful and not harmful to them. The inevitable interactions and (co-) influences that occur in the workplace may positively or negatively affect employees, the results of which may be perceived through the lens of sickness absence [ 30 ]. Bernstrom and Kjekshus [ 31 ] (2012) define sickness absence as all absences due to ill health.…”