Linking Leader-Member Exchange Ambivalence and Presenteeism: A Moderated Mediation Model

Abstract

Presenteeism, referring to attending work while ill, has become a prevalent phenomenon in recent years. Although previous research has identified a range of predictors of presenteeism, it remains less known about its potential social antecedent. Drawing on self-consistency theory, this study examined the mediating role of organization-based self-esteem between leader-member exchange ambivalence and presenteeism as well as the moderating role of supervisor’s organizational embodiment. To test the proposed model, we collected data in a sample of 370 employees across three waves in time. The results supported the indirect effect of leader-member change ambivalence on presenteeism via organization-based self-esteem and this indirect effect was only significant when supervisor’s organizational embodiment was high. We discussed the theoretical and practical implications as well as future research directions. We hope our findings can stimulate more future research on the social perspective of presenteeism.