Rising to the challenge: The interactive effect of role overload and workplace impostor thoughts on effort and subsequent job performance

Abstract

Scholars have presented equivocal predictions and findings regarding the relationship between role overload and effort. Building on underdeveloped hints in the challenge–hindrance framework of work stress, I theorize that workplace impostor thoughts—popularly known as the impostor phenomenon—moderate the role overload–effort relationship, with implications for job performance. I test my theory in three studies: a field study, a preregistered experiment, and a preregistered survey study. I find that when employees have more frequent workplace impostor thoughts, they exert more effort in response to role overload, benefiting performance. Yet, when employees have less frequent workplace impostor thoughts, they exert less effort in reaction to role overload, hurting performance. Underlying these effects is that those employees who have more frequent workplace impostor thoughts seem to view role overload as more challenging (i.e., presenting a greater opportunity to attain gains). In contrast, those who have less frequent workplace impostor thoughts seem to see role overload as less challenging (i.e., presenting little opportunity to attain gains). I do not find that the greater effort for those with more frequent workplace impostor thoughts comes with subsequent well-being costs (e.g., stress, emotional exhaustion). I close with theoretical and practical implications given extant theory and research. (PsycInfo Database Record (c) 2026 APA, all rights reserved)