Distinguishing contextual performance from task performance for managerial jobs.

Abstract

The purpose of this study was to extend previous research on the contextual nd task performance distinction to managerial jobs. It was hypothesized that, unlike results for nonmanagerial work, the job dedication facet of contextual performance would contribute uniquely to overall managerial performance. The interpersonal facilitation facet of contextual performance was expected to be redundant with leadership task performance and therefore not to make a unique contribution. A multitrait-multirater correlation matrix was developed on the basis of meta-analysis. Structural equation modeling results generally supported the hypotheses, although there was some evidence of a unique contribution by interpersonal facilitation. Results also suggested that peers paid more attention to interpersonal facilitation when making overall performance ratings, whereas supervisors paid more attention to task performance.

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