Premium
Dissonance Factor — How does it affect Organisational Effectiveness?
Author(s) -
Savery L.K.
Publication year - 1982
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/103841118202000408
Subject(s) - cognitive dissonance , affect (linguistics) , factor (programming language) , psychology , social psychology , business , computer science , communication , programming language
This study was concerned with the effect of the difference between the perceived and preferred styles of leadership (DISSONANCE FACTOR) on the outcomes of a firm. What was discovered was that production workers of high productivity and low absentee firms had small differences between their perceived and desired styles of leadership (low dissonance factor) and the styles were identifiable as either autocratic or democratic. It was also found that employees with a low dissonance factor also had a longer length of service with the company than their colleagues with larger dissonance factors.