HCBE Faculty Articles

Emotional Dissonance in Organizations: A Conceptualization of Consequences, Mediators and Moderators

ORCID

Rebecca Abraham 0000-0002-3144-7759

Document Type

Article

Publication Title

Leadership & Organization Development Journal

ISSN

0143-7739

Publication Date

1998

Abstract/Excerpt

Presents a model conceptualizing the role of emotional dissonance in organizational behavior. Emotional dissonance is a form of person‐role conflict originating from the conflict between expressed and experienced emotions. Viewed within a contingency framework, the effect of emotional dissonance on its direct consequences of job dissatisfaction and emotional exhaustion may vary in their intensity depending on the existence (or lack thereof) of moderators and mediators. The study presents nine propositions hypothesizing the impact of these variables to guide future empirical research. As moderators, high levels of self‐monitoring, social support and trait self‐esteem may reduce the deleterious impact of emotional dissonance on job satisfaction and emotional exhaustion. Alternatively, emotional dissonance may induce job tension and state negative affectivity, and reduce state self‐esteem, which in turn, lead to job dissatisfaction and emotional exhaustion. Theoretical and a few practical implications are discussed.

DOI

https://doi.org/10.1108/01437739810210185

Volume

19

Issue

3

First Page

137

Last Page

146

This document is currently not available here.

Peer Reviewed

Find in your library

Share

COinS