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Gender and Person/Role Conflict in Management: A Study of Gender, Management Position, and Emotional Dissonance Among Managers in a Scandinavian Setting

ISBN: 978-1-78350-939-3, eISBN: 978-1-78350-934-8

Publication date: 14 August 2014

Abstract

This chapter examines how structural factors related to gender, managerial level, and economic sector could impact the level of experienced person/role conflict in management based on a representative survey conducted among managers in Norway. Person/role conflict appears relevant for understanding emotions in organizations and is linked with emotional dissonance and emotional labor through theoretical and empirical considerations. Our findings reveal that the effect of gender remains significant when controlled for economic sector and managerial level. This indicates that experienced person/role conflict can be partially caused by perceived incongruity between internalized and gender role-related expectations as well as managerial role-related expectations.

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Acknowledgements

Acknowledgment

I would like to thank my supervisors, Prof. Knud Knudsen and Prof. Jan Erik Karlsen, for important feedback and valuable comments on the drafts of this chapter.

Citation

Gunnarsdóttir, H.M. (2014), "Gender and Person/Role Conflict in Management: A Study of Gender, Management Position, and Emotional Dissonance Among Managers in a Scandinavian Setting", Emotions and the Organizational Fabric (Research on Emotion in Organizations, Vol. 10), Emerald Group Publishing Limited, Leeds, pp. 271-303. https://doi.org/10.1108/S1746-979120140000010019

Publisher

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Emerald Group Publishing Limited