“Happy-performing managers” thesis

Abstract

PurposeThe purpose of this paper is to extend the “Happy-Performing Managers” thesis to show that managers’ job-related affective well-being and affective job satisfaction mediate the impact of their role stressors (ambiguity, conflict and overload) on their contextual job performance.Design/methodology/approachResults 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.FindingsRole stressors have a direct negative effect on the managers’ affective well-being and affective job satisfaction, which, in turn, mediate the negative effects of the three role stressors on the managers’ contextual performance.Research limitations/implicationsConceptual and managerial contributions along with methodological limitations and future research directions are discussed.Originality/valueContemporary 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 optimise their contextual performance.