Extending the ‘Happy Performing Managers’ Thesis’: Key drivers and mediators of managers’ contextual performance

Organizational and behavioural scholars have a long fascination with the ‘happy–productive worker thesis.’ Despite mixed empirical evidence, there is general support for the idea in both academic and applied literatures. A refined and extended version of this debate, namely the ‘happy– performing managers’ thesis’, tests the impact of job-related affective antecedents (affective wellbeing and affective job satisfaction) and role stressors (ambiguity, conflict, overload) on the contextual performance (volunteering, following, persisting, helping, endorsing) on Australian managers. The measurement and structural models indicate support for the relationship between these variables. Job-related affective wellbeing and affective job satisfaction fully mediate the impact of role overload on contextual performance. These findings have the potential to enhance managerial performance in organizations, particularly those experiencing rapid economic growth and transformation. An important aspect of human behaviour is investigated that informs the broader debate on what determines job performance.