Role Conflict and Ambiguity in Complex Organizations

TLDR

The literature indicates that role conflict and ambiguity in complex organizations lead to dysfunctional individual and organizational outcomes, yet systematic measurement and empirical testing of these constructs remain lacking. This study aims to develop and test questionnaire measures of role conflict and ambiguity. The authors created and validated a questionnaire to assess these constructs among managers. Results show the measures are factorially distinct and independently related to organizational practices, leader behavior, member satisfaction, anxiety, and turnover intentions.

Abstract

The literature indicates that dysfunctional individual and organizational consequences result from the existence of role conflict and role ambiguity in complex organizations. Yet, systematic measurement and empirical testing of these role constructs is lacking. This study describes the development and testing of questionnaire measures of role conflict and ambiguity. Analyses of responses of managers show these two constructs to be factorially identifiable and independent. Derived measures of role conflict and ambiguity tend to correlate in two samples in expected directions with measures of organizational and managerial practices and leader behavior, and with member satisfaction, anxiety, and propensity to leave the organization.