Emotional dissonance in organizations: a conceptualization of consequences, mediators and moderators

Abstract

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.