The Double-edged sword effect of inclusive leadership on employee presenteeism

Qian, Zhichao; Wang, Dongdong

doi:10.1007/s12144-022-03493-1

Cited by 2 publications

(8 citation statements)

References 60 publications

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“…We found that SBLM can lead employees to prioritize work over their health, posing risks to both their well-being and the health of their coworkers. Our work also extends the extant literature on leadership factors and their effects on presenteeism (e.g., Dietz et al, 2020;Qian and Wang, 2022) by examining how SBLM can foster presenteeism.…”

Section: Theoretical Implicationsmentioning

confidence: 55%

“…From a theoretical perspective, scholars have examined the impact of leadership presenteeism (Dietz et al, 2020), supervisor support behaviors (Schmid et al, 2017), and leadership stress (Dietz and Scheel, 2017) on employee presenteeism. Recent work has also examined health promotion leadership (Shan et al, 2022), inclusive leadership (Qian and Wang, 2022), authoritative leadership (Shan et al, 2022), and the leader-subordinate relationship (LMX) (Huang et al, 2021;Wu et al, 2023). These studies mainly draw on cognitive mechanisms such as social learning mechanisms (Dietz et al, 2020;Shan et al, 2022), stress perception, psychological security (Schmid et al, 2017;Qian and Wang, 2022), social exchange (Huang et al, 2021;Lu et al, 2013;Wu et al, 2023) and resource conservation to explore leadership factors' influence on presenteeism.…”

Section: Introductionmentioning

confidence: 99%

“…Recent work has also examined health promotion leadership (Shan et al, 2022), inclusive leadership (Qian and Wang, 2022), authoritative leadership (Shan et al, 2022), and the leader-subordinate relationship (LMX) (Huang et al, 2021;Wu et al, 2023). These studies mainly draw on cognitive mechanisms such as social learning mechanisms (Dietz et al, 2020;Shan et al, 2022), stress perception, psychological security (Schmid et al, 2017;Qian and Wang, 2022), social exchange (Huang et al, 2021;Lu et al, 2013;Wu et al, 2023) and resource conservation to explore leadership factors' influence on presenteeism. However, possible emotional mechanisms have not been fully considered (Dietz et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Recent work has also examined health promotion leadership (Shan et al. , 2022), inclusive leadership (Qian and Wang, 2022), authoritative leadership (Shan et al. , 2022), and the leader-subordinate relationship (LMX) (Huang et al.…”

Section: Introductionmentioning

confidence: 99%

“…, 2022), stress perception, psychological security (Schmid et al. , 2017; Qian and Wang, 2022), social exchange (Huang et al. , 2021; Lu et al.…”

Section: Introductionmentioning

confidence: 99%

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I cannot miss it! The influence of supervisor bottom-line mentality on employee presenteeism

Tan,

Yang,

Farro

et al. 2024

LODJ

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PurposeBased on the cognitive appraisal theory of emotion and social comparison theory, this study explores the mediating mechanism and boundary conditions of supervisor bottom-line mentality on employee presenteeism.Design/methodology/approachUsing hierarchical regression and bootstrapping, we test the hypothesized relationships with three-stage data from 265 full-time employees in China.FindingsSupervisor bottom-line mentality has a significant positive influence on employee presenteeism. Workplace fear of missing out plays a mediating role between supervisor bottom-line mentality and employee presenteeism. Employees’ status-striving motivation positively moderates the influence of supervisor bottom-line mentality on employees’ workplace fear of missing out and enhances the mediating effect of workplace fear of missing out.Practical implicationsPresenteeism can be detrimental to employees’ health, and ultimately leads to a decrease in organizational productivity. Research conclusions warn companies to be vigilant about supervisors’ bottom-line mentalities and to strengthen employee health management.Originality/valueThis study explains when and how supervisor bottom-line mentality affects employee health, contributing to the literature on the antecedents of presenteeism and enriching the research on supervisor bottom-line mentalities and employee and organizational outcomes. This study clarifies the emotional mechanisms and boundary conditions of supervisor bottom-line mentality affecting presenteeism.

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Section: Theoretical Implicationsmentioning

confidence: 55%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…, 2022), stress perception, psychological security (Schmid et al. , 2017; Qian and Wang, 2022), social exchange (Huang et al. , 2021; Lu et al.…”

Section: Introductionmentioning

confidence: 99%

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I cannot miss it! The influence of supervisor bottom-line mentality on employee presenteeism

Tan,

Yang,

Farro

et al. 2024

LODJ

View full text Add to dashboard Cite

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The Mechanism of Leader-Expressed Humility on a Physical Education Teacher’s Work Engagement—Exploring the Chain Mediation Effect of Teacher Efficacy and Felt Obligation

et al. 2023

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Motivating a teacher’s work engagement has been brought into focus within the educational field, yet there has been deficient detail on how leader-expressed humility may influence a physical education teacher’s work engagement. Based on social information processing theory and trait activation theory, the study investigates the potential effects of leader-expressed humility on a physical education teacher’s work engagement within the organizational situations of primary and secondary schools in China. Data were collected from 579 physical education teachers using self-reported questionnaires. Results fully supported the proposed chain mediation model that leader-expressed humility is a strong predictor for a physical education teacher’s work engagement, and leader-expressed humility could indirectly affect a physical education teacher’s work engagement through the independent mediating effect of teacher efficacy and felt obligation, as well as the chain mediating effect of the two. Implications for management and practice, limitations, and future research are discussed.

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The Double-edged sword effect of inclusive leadership on employee presenteeism

Cited by 2 publications

References 60 publications

I cannot miss it! The influence of supervisor bottom-line mentality on employee presenteeism

I cannot miss it! The influence of supervisor bottom-line mentality on employee presenteeism

The Mechanism of Leader-Expressed Humility on a Physical Education Teacher’s Work Engagement—Exploring the Chain Mediation Effect of Teacher Efficacy and Felt Obligation

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