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—moderates the role overload-effort relationship, with implications for job performance. In two studies (a field study and a pre-registered experiment), 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. I do not find that the greater effort for those with more frequent workplace impostor thoughts comes with subsequent well-being costs (e.g., strain, burnout). I close with theoretical and practical implications in view of extant theory and research.
