Authoritarian leadership and nurse presenteeism: the role of workload and leader identification

Shan, Geyan; Wang, Wei; Wang, Shengnan; Zhang, Yongjun; Guo, Shujie; Li, Yongxin

doi:10.1186/s12912-022-01119-2

Cited by 17 publications

(16 citation statements)

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“…Therefore, understanding the workplace factors that may encourage presenteeism is important (e.g. Dietz et al, 2020;Huang et al, 2021;Shan et al, 2022;Wu et al, 2023).…”

Section: Introductionmentioning

confidence: 99%

“…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%

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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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“…Therefore, understanding the workplace factors that may encourage presenteeism is important (e.g. Dietz et al, 2020;Huang et al, 2021;Shan et al, 2022;Wu et al, 2023).…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

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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“…A study of 2,291 nurses demonstrated that nurses' better perception of their work environment was related to a higher evaluation of the head nurses' leadership [28]. An overly authoritative leadership style can lead to more serious presenteeism [29]. Nurses' presenteeism may prevent them from fully engaging in their work, eventually leading to false job embeddedness [27].…”

Section: Introductionmentioning

confidence: 99%

The role of nursing work environment, head nurse leadership and presenteeism on job embeddedness among new nurses：A cross-sectional multicenter study

Fan,

Zhou,

et al. 2023

Preprint

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Background Retention of new nurses has become a major challenge for medical institutions. Job embeddedness has been shown to be a good predictor of nurse turnover, but more details of it are rarely disclosed, especially among new nurses. This study aims to investigate the job embeddedness level of new nurses and to reveal the influence of the nursing work environment, head nurse leadership and presenteeism on job embeddedness in this population from a theoretical point of view. Method A cross-sectional multicentre study involving 436 participants from 10 cities and 33 hospitals was conducted over 4 months. Samples were selected using a two-stage convenience sampling method. A sequential mediation model performed with SPSS-PROCESS was used to analyse the relationships among the nursing work environment, head nurse leadership, presenteeism and job embeddedness. Results The job embeddedness of new nurses was moderate (25.33 ± 4.51), which is lower than that of senior nurses (t=-5.441, p < 0.001). The nursing work environment (r = 0.731, p < 0.01) and head nurse leadership (r = 0.632, p < 0.01) positively correlated with job embeddedness. Presenteeism (r=-0.349, p < 0.01) negatively correlated with job embeddedness. Nursing work environment can not only directly affect the job embeddedness of new nurses, but also indirectly affect it through the sequential mediating effect of head nurses' leadership and presenteeism (R2 = 0.535, F = 82.160, p < 0.001). Conclusions We call on managers to focus on the job embeddedness of new nurses within two years of entry. Managers should avoid the "embedding dilemma" when cultivating new nurses' job embeddedness. The pathway to excellence aims to improve nursing work environment, head nurse leadership and to avoid presenteeism to cultivate "active embeddedness" replace "forced embeddedness " in new nurses, so as to stabilize the new nurse team.

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“…Following publication of the original article [ 1 ], the authors reported that the order of the 3rd affiliation and the 4th affiliation should be exchanged. The correct author affiliations have been provided in this Correction.…”

mentioning

confidence: 99%

Correction: Authoritarian leadership and nurse presenteeism: the role of workload and leader identification

Shan

Wang

et al. 2023

BMC Nurs

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Authoritarian leadership and nurse presenteeism: the role of workload and leader identification

Cited by 17 publications

References 67 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 role of nursing work environment, head nurse leadership and presenteeism on job embeddedness among new nurses：A cross-sectional multicenter study

Correction: Authoritarian leadership and nurse presenteeism: the role of workload and leader identification

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