This study examines how ambivalent leader–member exchange (LMX ambivalence) – characterized by the simultaneous presence of positive and negative relational experiences – shapes employees’ presenteeism. Drawing on sociometer theory, we theorize that LMX ambivalence undermines organization-based self-esteem (OBSE), thereby influencing employees’ health-related attendance decisions. We further propose supervisor's organizational embodiment (SOE), or the extent to which supervisors are perceived as representing the organization, as a key boundary condition.
We tested the proposed model across two multi-wave field studies conducted in China. Study 1 surveyed 370 finance employees across three time points. Study 2 replicated and extended the model in a sample of 345 employees, controlling for alternative antecedents and mechanisms.
LMX ambivalence was negatively associated with OBSE, which in turn was positively related to presenteeism. Moreover, the indirect effect of LMX ambivalence on presenteeism via OBSE emerged only when SOE was high. These relationships remained robust after accounting for theoretical predictors and mechanisms.
This research advances presenteeism theory by identifying LMX ambivalence as a novel social antecedent and by elucidating OBSE as a core psychological mechanism grounded in sociometer theory. By highlighting SOE as a critical contextual moderator, the study demonstrates when and why ambivalent leader relationships are most consequential for employee self-worth and health-related work behavior. Together, the findings underscore the fundamentally social nature of presenteeism and offer actionable insights for leadership practices and organizational health.
