Betwixt and between: Role conflict, role ambiguity and role definition in project-based dual-leadership structures
70
Citation
72
Reference
10
Related Paper
Citation Trend
Abstract:
Project-based organizations in the film industry usually have a dual-leadership structure, based on a division of tasks between the dual leaders – the director and the producer – in which the former is predominantly responsible for the artistic and the latter for the commercial aspects of the film. These organizations also have a role hierarchically below and between the dual leaders: the 1st assistant director. This organizational constellation is likely to lead to role conflict and role ambiguity experienced by the person occupying that particular role. Although prior studies found negative effects of role conflict and role ambiguity, this study shows they can also have beneficial effects because they create space for defining the role expansively that, in turn, can be facilitated by the dual leaders defining their own roles more narrowly. In a more general sense, this study also shows the usefulness of analyzing the antecedents and consequences of roles, role definition, and role crafting in connection to the behavior of occupants of adjacent roles.Keywords:
Role conflict
Dual role
Role conflict
Stressor
Cross-cultural psychology
Cite
Citations (50)
Although research on role conflict and ambiguity has been extensive, there has been only moderate consistency in the focus and results of the research, while several areas of role conflict and ambiguity research are still relatively unexamined. This paper suggests that a framework for organizing the recent research may assist in consolidating the field and providing an understanding of where we are, what is left to be done and, therefore, direction for future role conflict and ambiguity research.
Role conflict
Cite
Citations (687)
Understanding the causes of conflict in organizations is of great importance due to the challenges inherent to conflict management as well as its costly implications. In this article, we examine increased role ambiguity over time as a significant predictor of conflict emergence. Integrating theoretical perspectives developed in the fields of job stress and conflict research, we argue that relationship conflict is likely to result from increased role ambiguity due to associated performance and coordination breakdowns, as well as biased interpretations of the work environment. In a two-wave longitudinal investigation of 134 employees working in the healthcare sector, we find support for our proposition that increases in relationship conflict mediate the effect of increases in role ambiguity on increases in turnover intentions over a three-year period. We discuss these findings in terms of their implications for conflict and job stress research. We also consider their implications in terms of how best to manage employees who are at risk of developing increased role ambiguity over time.
Role conflict
Proposition
Turnover Intention
Longitudinal Study
Longitudinal field
Cite
Citations (0)
Role conflict
Cite
Citations (66)
Journal Article Dual Relationships and Professional Boundaries Get access Jill Doner Kagle, PhD, ACSW, Jill Doner Kagle, PhD, ACSW professor School of Social Work, University of Illinois at Urbana-Champaign, 1207 West Oregon, Urbana, IL 61801. Search for other works by this author on: Oxford Academic PubMed Google Scholar Pam Northrup Giebelhausen, MSW Pam Northrup Giebelhausen, MSW school social worker District #60, Wankegan, IL. Search for other works by this author on: Oxford Academic PubMed Google Scholar Social Work, Volume 39, Issue 2, March 1994, Pages 213–220, https://doi.org/10.1093/sw/39.2.213 Published: 01 March 1994 Article history Accepted: 24 August 1992 Published: 01 March 1994
Dual role
Professional boundaries
Dual purpose
Cite
Citations (136)
This article reports the findings of a study of role conflict, role ambiguity, and job dissatisfaction among 119 hospital executives in Houston and San Antonio, Texas. While other studies have looked at role descriptions, this study is the first to examine the dynamics of role conflict and ambiguity among hospital executives. A major finding was that role ambiguity and job dissatisfaction varied according to level in the organization. Chief executive officers were found to be more satisfied and to experience less role ambiguity than their subordinates. This is important to understanding better the role of the hospital executive and mentoring.
Role conflict
Cite
Citations (10)
Role conflict
Retail industry
Retail sales
Cite
Citations (0)
Role conflict
Cite
Citations (388)
The purpose of this study was to identify significant sources and predictor variables of role conflict and role ambiguity in the safety professional specific to the manufacturing sector. The study resulted in 442 returned surveys that measured the following variables: role conflict, role ambiguity, perceived organizational ethics, perceived organizational support, formalization, reporting structure, autonomy, number of roles, experience, and gender. Results indicated that average role conflict and role ambiguity scores were significantly higher for respondents from decentralized organizations. In addition, average role conflict and role ambiguity scores were significantly higher from respondents in nonformalized roles. Role ambiguity significantly decreased as years of experience increased, whereas role conflict scores did not significantly differ with years of experience. The prediction equations accounted for 25% of the variability in role conflict and 54% of the variability in role ambiguity. Organizations that incorporate strategies to minimize the sources of role conflict and role ambiguity will reduce the associated consequences to the organization and the individual. Implications for internal Employee Assistance Program providers are discussed.
Role conflict
Stressor
Cite
Citations (6)
This study investigates the relationship between the anticipated digitalization of the finance and control function and management accountants' (MAs') role conflict and ambiguity. Drawing on role theory, we argue that digitalization is associated with increases in MAs' role conflict and ambiguity because digitalization leads to adaptations in the established role templates of MAs and also introduces new templates for the digital age. We further argue that digitalization is associated with a stronger (weaker) increase in role conflict and ambiguity the more MAs have a watchdog (business partner) orientation. The reason is that the role templates for the digital age are less coherent and clear for watchdog-oriented MAs than for their business partner counterparts. We test our predictions using survey data from 242 MAs in Dutch for-profit firms. While we do not find that digitalization is associated with MAs' role conflict and ambiguity per se, it is associated with more (less) role ambiguity and conflict for MAs with a relatively stronger watchdog (business partner) orientation. Digitalization may thus act as a double-edged sword for the management accounting profession. MAs focusing on the watchdog role may struggle in the digital age, while their business partner counterparts are set to benefit from digitalization.
SWORD
Role conflict
Cite
Citations (3)