'Happy-Performing Managers’ thesis: Testing the Mediating Role of Job-related Affective Outcomes on the Impact of Role-Stressors on Contextual Performance

Abstract

Purpose –This study extends the ‘Happy-Performing Managers’ thesis to show that managers’ job-related affective wellbeing and affective job satisfaction mediate the impact of their role stressors (ambiguity, conflict, and overload) on their contextual job performance. Design/methodology/approach – Results from an online survey of 305 managers from the private, public and third sectors in Western Australian support most of the hypotheses. The psychometric properties of all the scales were analysed using Confirmatory Factor Analysis and the conceptual model was tested using Structural Equation Modelling. Findings – Role stressors have a direct negative effect on the managers’ affective wellbeing and affective job satisfaction, which in turn mediate the negative effects of the three role stressors on the managers’ contextual performance. Research limitations/implications – Conceptual and managerial contributions along with methodological limitations and future research directions are discussed. Originality/value – Contemporary managers face a wide-range of intrinsic and extrinsic role and environmental stressors. This research suggests that organisations may need to redesign manager roles to reduce their role stressors (ambiguity, conflict and overload) in order to optimize their contextual performance.