A recent study has uncovered the health-related consequences of holding supervisory positions in the workplace, revealing that while leadership roles reduce sickness absenteeism, they significantly contribute to an increase in sickness presenteeism.
The research, published in the Journal of Business and Psychology, examined the impact of supervisory responsibility on two key health behaviours: sickness absenteeism, which occurs when employees miss work due to illness, and sickness presenteeism, where individuals work despite being unwell. Using data from German-linked employer-employee surveys, the study highlighted a complex dynamic for those in leadership positions.
According to the research, employees with supervisory responsibilities are less likely to take time off due to illness. However, the study also found that these same individuals are more prone to engaging in presenteeism, which could lead to long-term health issues and diminished productivity. The report attributes this trend to the demands that accompany leadership roles, specifically permanent availability and time pressure.
The study draws on the Job Demands-Resources (JD-R) model, which classifies job characteristics into demands and resources. It argues that supervisory roles function both as a job resource, by motivating and increasing engagement, and as a job demand, by causing stress due to increased workload and constant availability. This combination leads to a lower likelihood of absenteeism but a higher tendency for presenteeism.
Permanent availability, for instance, was identified as a significant driver of presenteeism. Supervisors often feel compelled to respond to work-related issues outside of office hours, resulting in a blurring of boundaries between work and personal life. Similarly, time pressure associated with managing teams and making decisions further exacerbates presenteeism behaviour.
The research also raises questions for employers looking to address presenteeism. While reduced absenteeism may seem beneficial for companies, the long-term costs of presenteeism – such as burnout, reduced productivity, and potential long-term illness – pose significant risks.
Funk recommends that organisations consider ways to mitigate the negative health impacts of supervisory roles, such as offering support for managing time pressure and establishing clearer boundaries around availability. Leadership development programmes, she suggests, could focus on equipping supervisors with strategies to manage their workload effectively without compromising their health.
The findings come at a time when the concept of presenteeism is increasingly gaining attention, particularly in the context of post-pandemic work environments, where flexible and remote working patterns have blurred the lines between work and home life.
As presenteeism rises, the need for organisations to take proactive measures to support the health and wellbeing of their leaders becomes increasingly important. According to Funk’s research, addressing the demands placed on supervisors could not only improve their health but also foster more sustainable work environments.
