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.

In the workplace, emotional dissonance is the conflict between experienced emotions and emotions expressed to conform to display rules. This study is an empirical examination of the impact of emotional dissonance on organizational criteria and its moderation by self-monitoring and social support. Emotional dissonance was theorized to stimulate turnover intentions, either solely through job dissatisfaction or through both job dissatisfaction and reduced organizational commitment. Job dissatisfaction was found to be the sole mediator. Emotional dissonance resulted in job dissatisfaction, which, in turn, stimulated withdrawal intentions. Self-monitoring and social support exerted moderator effects, albeit in opposing directions. Emotional dissonance aroused feelings of job dissatisfaction and reduced organizational commitment among high self-monitors. In contrast, social support lessened the negative impact of emotional dissonance on organizational commitment.

Job control may be defined as the latitude to make decisions and the freedom to select the most appropriate skills to complete the task. Emotional dissonance may be defined as the conflict between expressed and experienced emotions. In this study, job control and self-efficacy were theorized to jointly affect emotional dissonance. Individuals with high self-efficacy were found to be more satisfied under conditions of little job control, whereas those with low self-efficacy favored high job control. The impact of job control on emotional intelligence was also studied. Emotional intelligence may be defined as the set of skills that contribute to accurate self-appraisal of emotion as well as the detection of emotional cues in others and the use of feelings to motivate and achieve in one's life. Emotional intelligence and job control explained significant amounts of the variance in both job satisfaction and organizational commitment. Theoretical and practical implications are discussed.

Emotional intelligence is the ability to monitor one's own and others' thinking and actions. In this integrative review, the author seeks to determine the causes of the weak relationship between emotional intelligence and performance by positing that certain emotional competencies, rather than emotional intelligence, are the true predictors of performance. The author theorizes that emotional competencies (including self-control, resilience, social skills, conscientiousness, reliability, integrity, and motivation) interact with organizational climate and job demands or job autonomy to influence performance, as represented in the form of 5 empirically testable propositions. Self-control and emotional resilience are considered to delay the onset of a decline in performance from excessive job demands. Social skills, conscientiousness, reliability, and integrity assist to promote trust, which in turn may build cohesiveness among the members of work groups. Motivation may fuel job involvement in environments that promise psychological safety and psychological meaningfulness. A combination of superior social skills and conscientiousness may enhance the self-sacrifice of benevolent employees to heightened levels of dependability and consideration. Finally, emotional honesty, self-confidence, and emotional resilience can promote superior performance, if positive feedback is delivered in an informative manner, and can mitigate the adverse effects of negative feedback.

Presents a study which derives relationships between the personality/cultural variables of vertical and horizontal individualism and collectivism, on the one hand, and the organizational criteria of intrapreneurship and organizational commitment on the other. Suggests that horizontal individualism may explain intrapreneurship jointly with a supportive organizational climate. Vertical collectivism demonstrates a direct positive relationship with organizational commitment. Horizontal collectivism varies jointly with work‐group and supervisor commitments in a negative relationship with organizational commitment, indicating a perception of conflict between work‐group and supervisor goals on the one hand and organizational goals on the other. Concludes that, while the basis of the vertical collectivist’s commitment seems unclear, horizontal collectivists base their commitment on compliance or rewards. Discusses theoretical and a few practical implications.