Work addiction negatively impacts health and well-being, yet little research has focused on managers, whose excessive work involvement can affect entire organizations. This study examined psychological predictors of work addiction and differences between work-addicted and non-addicted managers. Two hundred managers were assessed via the Qualtrics research platform, with work addiction classified using the Bergen Work Addiction Scale. We analyzed 11 psychological measures: exhaustion, disengagement, stress, obsessive and harmonious passion, well-being, work-family and family-work conflict, perceived physical and mental health, and sleep quality. Logistic regression significantly predicted group membership (p < 0.001), explaining 39.7%–57.0% of the variance and correctly classifying 84.5% of cases. Multivariate analysis of variance showed significant differences across all measures except one between the two groups. Work-addicted managers also showed poorer physical and mental health, and lower sleep quality. The prevalence of work addiction was high (29%) in this sample, highlighting the need for targeted interventions. As the first study to identify multiple psychological predictors of work addiction in managers, the findings may be valuable for organizations concerned with occupational mental health. However, cross-national replication is necessary before generalizing results. Recognizing the psychological toll of work addiction can help policymakers develop effective, sustainable interventions.

Introduction – This study introduces Organizational Physical Activity Climate (OPAC) as a domain-specific extension of organizational climate theory, addressing the limited understanding of how workplace environments influence employees’ physical activity (PA), job satisfaction (JS), and job performance (JP). While prior research has primarily focused on individual-level determinants, organizational-level influences and their indirect effects on PA, JS, and JP remain insufficiently explored. Methods – Data were collected from 543 respondents through field visits to 60 universities and academic conferences in Istanbul. Exploratory and confirmatory factor analyses were conducted using JAMOVI-R, and structural equation modeling was performed using SmartPLS. Results – OPAC did not have a significant direct effect on job performance. However, PA partially mediated the OPAC-job performance relationship, while JS fully mediated this relationship. The serial mediation pathway from OPAC to PA, JS, and JP was also supported, although the effect was modest. Discussion – The study contributes to the literature by introducing and validating OPAC as a domain-specific organizational climate construct and by suggesting that its association with JP is primarily reflected through indirect behavioral and psychological pathways. It also offers practical implications for organizations aiming to enhance employee well-being and performance through health-supportive workplace climates.