The mediating role of psychological safety on humble leadership and presenteeism in Japanese organizations1

Abstract

BACKGROUND: Presenteeism-induced productivity loss is a global concern. This issue is equally serious in Japan. As a “super-aged society,” maintaining and promoting Japanese employees’ health is an urgent issue. The combination of these factors makes it imperative to identify the factors that affect presenteeism and clarify the mechanisms driving these factors in Japanese organizations. OBJECTIVE: Only a few extant studies address presenteeism as a performance variable. Presenteeism can create serious productivity losses in Japan, as it is a “super-aged society.” Hence, this study aims to clarify the relationships between humble leadership, psychological safety, and presenteeism in Japanese organizations. METHODS: We hypothesized that psychological safety mediated the effect of humble leadership on presenteeism. The data of 462 employees from 11 companies were analyzed. RESULTS: The results supported our hypothesis. Additionally, leader humility, as perceived by the followers, was positively correlated with leaders’ own psychological safety in their teams. CONCLUSIONS: Our findings contribute to the existing literature by highlighting the roles of humble leadership and psychological safety in health and productivity management while accounting for cultural influences. The practical implications of our findings and future directions are also discussed.